BUSINESS PROCESS ANALYSIS

Enterprise Challenges
Speed
Rapid pace of disruption and change
Can handle change, lose and lose quickly
Productivity
Key to profitability in a slow-growth environment
Competitive Advantage
Customer knowledge (internal and external)
Product Creation
Three elements of product creation
Competitive understanding, organizational capabilities,
creating value
Growing, Managing and Retaining Knowledge Workers

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 Business Process Analysis (BPA)
Definitions
Business Process:
A set of related work tasks designed to achieve a specific
desired business objective. The process result may be
customer or market oriented or internal to the organization.
Business Process Analysis:
Defining the task set required to support the achievement
of the business objective.
Logical Design:
Design of the Information System User Interface needed
to support the performance of each task in the business
process task set.

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 Business Analysis
(A quick context)
“The Business”

Business facts +
Pains, hopes, fears, Business conditions + Mechanized solutions
problems, opportunities, mandates, etc. Business possibilities

Business need Business requirements

Design &
Determine
Business Deliver a
Business
Analysis Mechanized
Need
Solution

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 Business Analysis
Business analysis is the set of task and techniques use to work
as a liaison among stakeholders in order to understand the
structure, policies and operations of an organization, and
recommend solutions that will enable an organization to
achieve its goals (International institute of business analysis,
2008).
We will think of business analysis as an activity with three
parts.
1. Discovery: Understand and document current business
facts (as-is)
2. Assessment: Identify business conditions and possibilities
3. Specification: Define business requirements (to-be)

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 Business Analysts
The development of business analysis as a
professional discipline has extended the role and
responsibilities of the business analyst (BA).
Business analysts investigate ideas and problems,
formulate options for a way forward and produce
business cases setting out their conclusions and
recommendations.

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 The development of business
analysis
Business analysts have responsibility for the following areas:
Identifying the tactical options that will address a given
situation and will support the delivery of the business
strategy
Defining the tactics that will enable the organization to
achieve its strategy
Supporting the implementation and operation of those
tactics
Redefining the tactics after implementation to take account
of business changes and to ensure continuing alignment
with business objectives

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 Business Analysis (industry
perspective)
 Position Overview
 Enterprise Analysis (business case)
 Project scope
 Process modeling
 Show how things work now and should work in the future
 Requirements Analysis, Elicitation, Management
 Converting from business (functional/non-functional)
requirements to technical (systems)
 Position Profile
 Should act a lot like a Product Manager
 Should have solid user knowledge of system, power user
 Should be technical enough to “talk the talk”
 Much more concerned about outcome than budget or schedule
 Should have VERY strong domain knowledge
 Must be able to state/represent business case of system/software

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 Who or What Governs the BA Role?
 International Institute of Business Analysis (IIBA)
www.iiba.org
Started in Canada, now based in Atlanta
BA Body of Knowledge (BABOK)
Current version ???
Two certifications:
Certified Business Analyst Professional (CBAP)
Certification of Competency in Business Analysis (CCBA)
New PMI-PBA certification potential impacts ???
 Overall
Doers know it and love it. Companies don’t know what it is
or offers
BA position means something slightly different to different
organizations
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 Business Analysis Careers
Business analysis job profiles can be organized into:
Generalists, Specialists or Hybrids

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 Business Analysis Careers
Generalists
Competent across all areas of business analysis
Uses a variety of techniques in initiatives of varying scope
and circumstances
Found at various levels in the organization
Specialists
Possesses solid or advanced subject matter expertise in
specific areas
Applies a more focused set of techniques with greater
levels of expertise to potentially resolve extremely complex
business problems
May be at any level of experience

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 Business Analysis Careers

Hybrids
Demonstrates some degree of competency
across a more limited set of knowledge areas or
tasks
Requires a % of competency in business
analysis and some other % of a specific business
discipline
Performs multiple roles: a “jack of all trades”

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 Range of competencies

Competencies of a
Business Analyst

Behavioural skills and Business Techniques

Personal qualities knowledge

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 The development of Business
Analysis
Business
Improvement

Process
Improvement
Scope

IT
Improvement

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Maturity
 Key techniques
Top down

Business Process IT
Improvement Improvement Improvement

Strategy Value chain Requirements

Analysis Analysis Engineering

Systems Process Systems

Thinking Modelling Modelling

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 Business Analysis Role Definition
“An internal consultancy role that has the
responsibility for investigating business
systems, identifying options for improving
business systems and bridging the needs of
the business with the use of IT.”

Skills to be
business
Business BA Suppliers transformation
1
partner?
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 Change Management
Past and current

OUTCOMES &
IT CHANGE
BENEFITS

Current and future

BUSINESS OUTCOMES &

IT CHANGE
CHANGE BENEFITS

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 Understanding Business Change
1. Culture

2. Desire

3. Capability

4. Process

5. Tools

Five Change Levels New IT New Six Recruit

System CEO Sigma Graduates

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 BA Core Skills: Emotional
Intelligence (EI)
EI: Set of skills, including self-motivation,
empathy and social competence in interpersonal
relationships e.g.
Self Awareness
Political Awareness
Influence
As opposed to only Mental Intelligence:
Capacity to reason, plan, solve problems, think
abstractly, comprehend ideas and language, and
learn. Measured by Intelligence Quotient (IQ)
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 BA Core Skills: EI & IQ working
together
Inspired.
“people are Formula for
Joined up” transformation
High
Hearts Hearts &
Minds

Emotional
Intelligence

Minds
Logically right. Good strategy
“Traditional position
for IT projects”
Low Mental High
2 Intelligence
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 Scope of analysis of change
requirements
Change requirements can be for (amongst others)
Processes
Organization units
Locations
Channel
Data
Applications
Technologies
Non-functionals
…and the valid intersections!!!

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 Business Analysis

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 Business Analysis
Purpose:
Identify where the business stands
in relation to rivals, etc.
Collect and use data to inform business decision
making
Identify strengths and weaknesses
in the business
Use information to inform strategic planning

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 Business Analysis
Method:
Collection of data
from a range of sources:
Market research
Past sales data
Market growth data
Specialist analyst data
Secondary data, e.g. Mintel

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 Data

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 Analysis
 Range of methods used to analyze data:
Trends
Growth rates
Nominal
Average
Mean
Median
Mode
Variance
Standard deviation
Range
Time series analysis
Scatter graphs
Correlation

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 Change Requirements Scope -
Example
We need to change how we take orders (process)
…
…by the tele-orders team (organization unit)…
…at our Leeds contact centre (location)…
…by phone or email (channel)
…to capture alternate delivery addresses (data)…
…on the Chordiant system (application)…
…running on the intranet (technology)…
…and make it available 24/7/365 (non-functional).

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 All the Links in the Chain Of
Reasoning
Description

The problems / opportunities that

the business face
Driver

Addressed as
measured by

The measures and targets that Project

will enable us to declare the
change project has been Objective
successful
Delivered by

Definitions of what changes are required

that will affect the measures of success Change
(objectives) sufficiently for the project to Requirement
be declared successful
Enforces

What rules must be implemented

by the changes specified in the Business Rule
2 requirements
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 How to forge links in the Chain Of
Reasoning
Analysis products

Problem / opportunity analysis Driver

Addressed as
measured by
Specific – there is a precise definition of the objective
Project Measurable – there are units that the objective will be
SMART objectives measured in
Objective Achievable – the measures can be achieved ‘in the real world’
Relevant –this project will actually affect this objective
Delivered by
To-die-for – the project has failed if it does not achieve the
objective

Business…
Functional…
Change …high level
…mid level
Non-functional… Requirement

Enforces
Process model
Process specification
Non-functional specifications Business Rule …low level
Data model
2 Attribute specification
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 All methods and all approaches HAVE to
cover all links in the Chain Of Reasoning
AKA…
Problems
Driver Opportunities
Threats
Addressed as Constraints
measured by

Vision Project
Benefit Objective
Target
Delivered by

Agile “product backlog”

Change 7 types of ISEB requirements
Requirement 6 types if IIBA requirements

Enforces IIBA -International Institute

of Business Analysis
Agile “product backlog”
More process and data modelling Business Rule
3 than you can shake a stick at
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 EXAMPLE way of documenting…
Problem / opportunity analysis Driver

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 EXAMPLE way of documenting…

Problem / opportunity analysis Driver

Addressed as
measured by

Project
SMART objectives
Objective

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 EXAMPLE way of documenting…
Problem / opportunity analysis Driver

Addressed as
measured by

Project
SMART objectives
Objective
Delivered by

Business…
Functional…
Change …high level
…mid level
Non-functional… Requirement

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 EXAMPLE way of documenting…
Problem / opportunity analysis Driver

Addressed as
measured by

Project
SMART objectives
Objective
Delivered by

Business…
Functional…
Change …high level
…mid level
Non-functional… Requirement

Enforces
Process model
Process specification
Non-functional specifications Business Rule …low level
Data model
Attribute specification

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 EXAMPLE PROCESS RULES
A BA can request one of 4 types of support:
1. Phone or email based query about a specific point Process execution rules
2. Informal review of a project deliverable
3. Formal review of full set of project deliverables
4. Facilitated workshop of how to apply analysis to a specific project

1. In the case of phone or email query about a specific point

the BA poses the question and the training provider will provide guidance for how the technicalities of Business Analysis apply
to the problem
2. Informal reviews of project deliverables will be done by email and will only discuss the technicalities of Business Analysis in
relation to the document
3. Formal reviews will involve the BA sending the full set of Analysis deliverables to the training provider who will critique them from
a technical perspective and then deliver the feedback in a one-to-one structured feedback session on the client site
4. Facilitated workshops will be initiated by the BA - the training provider will supply workshop agenda and prerequisites which the
BA will use to organise the workshop. The training provider will then facilitate the workshop for the project.

1. Who is interacts with process

Time to start 2. Where they are
BA requests 3. Availability of process
Training course
support
4. Volumetrics
Conduct Provide
BA support 5. Performance of process
Training
6. Security & Authorisation levels

Analysis Phase Non-functional Rules

Of Project
concludes
Monitor
Analysis
quality

Process dependency rules

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 Sample BA Q&A - TOR
what factors caused this project to come in to
being? Driver analysis
how will you know the project has been successful? smart Objectives
how big is the solution? scope
what applications and technologies will the solution
impact scope
what data will be migrated? scope
where will it be able to do it? scope
where will the solution impact? scope
who is impacted by the solution? scope
What changes will the project make that will deliver high level functional
the objectives? requirements
scope & high level functional
what processes does the solution cover? requirements
high level functional
what will the solution be able to do? requirements
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 BA Q&A– Process & Data Models
what is the process sequence of the solution? process models
process models & process non-
who is involved with each process functional
what are the rules that each process executes? process logic
what data does each process need to be able to
execute? process logic
how fast will each process be? process non-functional
how many transactions must each be able to
perform? process non-functional
where will each process be used? process non-functional
who is allowed to use each process? process non-functional
how are all the different sets of data related to
each other? data model
what needs to be known about each set of data? data attributes
how long will data be kept? data non-functional
how much data will be kept? data non-functional
3 who can access what data? data non-functional
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 Business Models Purpose
To understand and document business facts
To facilitate better business communication
Audience: Business people
Audience: Technical people
To lead to a later actualization of a business
solution
As a specification for an improved business
As a vehicle to test the business quality of what
resulted.

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 5 Aspects of Business
Process
Event

Objects/
Data Location

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9
Socio-Political
 5 Kinds of Business Models
Business Business
Process Model Event Model

Business
Object/Data Business
Model Location Model

Business
4 Socio-Political Model
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 5 Kinds of Business Models
Key concepts:
They are all interrelated!
It is just one thing, seen from different angles
(Why we prefer a circle to a row)
This will be key in determining what to
represent in what kind of model
There is WAY too much information to be able
to model in any normal project. You must decide
in each project what to analyze and what to allow
to work out on it’s own.
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 5 Kinds of Business Models
Key concepts – each kind has:
A different purpose
Strengths
Weaknesses – things it is not intended to do
A variety of approach possibilities

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 5+ Diagram Types
Activity Flow
Diagram State Transition
Diagram

Entity-
Relationship
Diagram
Location Channel
Diagram

Party Affiliation
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3
Diagram
 Projects
Almost all business modeling is done as part of a “project”
The project may be stated as an “IT project” or as a “Business
project”
Projects have different levels of business impact goals (none,
improvement, reengineering, reinvention, etc.)
The kind of business requirements we need (and the kind of
models we produce) is determined by what is driving the
project – and each project is unique.
The project may be a:
“Data warehouse project”, “Process improvement project”,
“Technology update project”, “ERP project”, “Org redesign
project” Etc.

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 Projects Contd.
In the past
Projects addressed one area and didn’t impact the
others too much
Develop a new application (process & some data)
Build a new database (data)
Shuffle around the employees in a reorg
(organization)
Today
Everything in business is so interrelated, most projects
will impact all 5 areas
We need to be able to handle it

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 Types of Business Models
Types
1. Business Object (Data) Models
2. Business Process Models
3. Business Event Models
4. Business Location Models
5. Business Socio-Political (Organization) Models
For each type:
 Purpose
 Sample diagram
 Nodes & links
 Typical kinds of nodes/links
 Other considerations
 Cross-reference to other models

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 1. Business Object (Data) Model
Purpose
To represent:
Business object concepts and terminology
E.g. What is a “product”?
E.g. What is an “order”?
Business information requirements
E.g. What do we need to know about products?
E.g. What do we need to know about orders?
Typically, to provide the foundation for:
Data store designs … data stores

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 Business Object (Data) Model
Sample Diagram – ER Diagram
<APPLICANT>
desires
PARTY change to
PROPERTY

DEVELOPMENT
APPLICATION
PERSON ORGANIZATION

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 Business Object (Data) Model
Sample Diagram - Opinion

has
- Person Name

opinion PERSON
about

- Vintage Year

is is
GRAPE WINE
made WINE described
VARIETY CHARACTERISTIC
from by

RED WHITE - Percentage is

GRAPE GRAPE produced NOSE TASTE
APPEARANCE
VARIETY VARIETY by (BOUQUET) (PALATE)

{Cabernet-Sauvignon, {Reisling,
Merlot, Chardonney,
etc.} Gewurtraminer, - Winery Name
Savignon-Blanc,
etc.}
WINERY

is {USA,
located {California, France,
in Napa, Germany
Burgandy, Austrailia,
contains Alsace, New Zealand
Chablis, etc.}
etc.}
is
REGION located COUNTRY
in
- Region Name
- Soil characteristics
4 - Climate - Country Name
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 Business Object (Data) Model
Nodes & Links
Nodes: Entities
Links: Relationships
Also: Attributes
Typical Kinds of Entities
All sorts of “things” (What)
Products, vehicles, documents, blood samples, monkeys,
diseases, furniture items, etc, etc.
As well as these sorts of “things” (What)
Processes/activities/procedures (How)
Locations/sites (Where)
Parties/organizations/people (Who)
Events/occurrences (When)

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 Business Object (Data) Model
Considerations
 For these kind of things:
Processes/activities/procedures, Locations/sites,
Parties/organizations/people, Events/occurrences
 When do you include these in your object/data model?
When concepts/terms need to be clarified
What is a “field office”?
What is an “applicant”?
What is a “cancellation”?
What is a “project activity”?
 When information requirements exist
For each field office: What is the address? When was it established?
What inventory items are stored there? Etc.
For each project activity: What steps are included? What is the
expected duration? Who has been assigned to do the activity? Etc.
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 Business Object (Data) Model
Considerations
When do you care about them, but do not include
them in your object/data model?
When we don’t need to “track” them, but:
We need to “do” them (Activities)
We need to “be there” (Locations)
We need to “serve” them (Parties)
We need to “respond” to them (Events)
Then, they are described only on the other models
(They can be in both)

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 Business Object (Data) Model
Typical Kinds of Relationships
contains/consists of/includes/ …
classifies/categorizes
is assigned to
is affiliated with (is married to/is member of/ …)
employs
purchases
is prerequisite for
steals from
(and a million more)

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 2. Business Process Model
Purpose
To represent:
Business work requirements
E.g. How do we fill an order?
E.g. How do we hire a new employee?
Typically, to provide the foundation for:
Application procedural designs … code
Manual procedure designs … procedure guides

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 Business Process Model Sample
diagrams
Process Map - with swimlanes Data Flow Diagram
Receive
Building Permit
APPLICANT
Application
Receptionist
Building permit application
Compliance issue responses
Notice of incomplete application Building permit or
Rejection letter

Compliance issue questions Building Permit

Review File
Permit Clerk Application for
Issue Daily Tuesdays & thursdays
Building Permit
Completeness Receive
Review Review Issue
Building
Application for Application for Building
Permit
Completeness Compliance Permit
Application
(Permit Clerk) (Inspector) (Permit Clerk)
(Receptionist) Received Complete Reviewed
Review building permit application building permit application building permit application
Application for (passed or failed)
Inspector
Compliance
Zoning regulations +
Environmental regulations

County Statutes

Activity Diagram

Functional Decomposition Diagram Use Case Diagram

Receive Building Permit Application
Process * Receive Building
Building Permit Permit Application
Application *

Review Application for Completeness

Receptionist *
Review Application
Not complete for Completeness *
Complete
Receive Review Review
Issue
Building Permit Application for Application for
Building Permit
Application Completeness Compliance
* Review Application
Review Application for Compliance Send Notice of Incomplete Application for Compliance
*
Review Review Permit Clerk
Complient Not complient Application for Application for Inspector * *
Zoning Environmental Issue Building
Compliance Compliance Permit

Issue Building Permit Send Rejection Letter

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 Business Process Model
Nodes & Links
Depend on the emphasized view
Nodes: Activities
Links:
Depend on the diagram type
Options include:
Control – what is the order of the activities?
Data/material dependencies – what is the activity
input/output?
Performer – who does the activity?
Interface – who/what provides input/output?
Hierarchy – how do activities roll-up & break-down?
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 Business Process Model
Nodes & Links
“Process Map”
Nodes: Activities
Links: Control
Also:
Performer (often in swim lanes)
Location (sometimes in swim lanes)

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 Business Process Model
Nodes & Links
Process Map - with swimlanes
Receive
Building Permit
Application
Receptionist

Review
Permit Clerk Application for
Issue
Building Permit
Completeness

Review
Application for
Inspector
Compliance

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 Business Process Model
Nodes & Links
“Data Flow Diagram”
Nodes: Activities
Links: Data and material dependencies
Also:
Interfaces
Control (usually limited to triggers and other
non-data/material dependencies)
Performer (often annotated)
Location (sometimes annotated)

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 Business Process Model
Nodes & Links
Data Flow Diagram
APPLICANT

Building permit application

Compliance issue responses
Notice of incomplete application Building permit or
Rejection letter

Compliance issue questions Building Permit

File
Daily Tuesdays & thursdays
Receive
Review Review Issue
Building
Application for Application for Building
Permit
Completeness Compliance Permit
Application
(Permit Clerk) (Inspector) (Permit Clerk)
(Receptionist) Received Complete Reviewed
building permit application building permit application building permit application
(passed or failed)

Zoning regulations +
Environmental regulations

County Statutes

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 Business Process Model
Typical Kinds of Processes
Develop a plan
Develop a budget
Hire an employee
Manufacture a product
Receive a payment
Repair a vehicle
Fulfill an order
Provide a service
Respond to an inquiry
Etc. Etc.
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 Business Process Model
Typical Kinds of Activities
Receive/Get/Obtain …
Review/Evaluate/Verify …
Determine/Calculate …
Produce/Develop/Create/Draft/Prepare/Establish …
Conduct/Monitor/Assess/Specify/Design …
Assign/Allocate/Appoint …
Prioritize/Rank …
Deliver/Issue/Return/Send…
Etc, Etc.

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 3. Business Event Model
Purpose
To represent: Business timing requirements
E.g. What external events does the business need to
respond to?
E.g. For each event, how will the business respond?
E.g. Does an event change the state (status) of anything?
Typically, to provide the foundation for:
Application trigger designs … menus, icons, auto-execute,
etc.
Manual procedure trigger designs … operating procedures
Status tracking and reporting

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 Business Event Model Sample
Diagram – State Transition Diagram
Application is received

INITIALLY
· Review for completeness
SUBMITTED TO
· Forward package to P&Z
I&P
DEV APPL

Application
Transferred
to P&Z

SUBMITTED TO
· Review for Zoning Compliance
P&Z
DEV APPL

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 Business Event Model Sample Diagram
– State Transition Diagram
Real Estate Listing
State Transition Diagram
Listing signed
- Obtain Information about Property March 1, 2003
EM0022.vsd

- Advertise Property
ACTIVE
- Conduct Open House
LISTING

Contract signed
- Collect Deposit Fee
Contract voided Listing expiration
- Determine Refund Amount
date arrives
- Return Refundable Fees
UNDER
CONTRACT - Schedule Building Inspection
LISTING

Contract closed
- Collect Commission

SOLD EXPIRED - Return Keys

- Return Keys
LISTING LISTING - Try to Get New Listing
6 - Throw Party
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 Business Event Model
Nodes & Links
Nodes: States (of an entity, relationship, or
aggregate)
Links: Events
Also:
Activities
State transitions

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 Business Event Model
Typical Kinds of States
 Early in the life cycle
 Potential
 Candidate
 Pending
 Received
 Assigned
 Midstream
 Active (often a super state) vs. Inactive
 Approved, Authorized, Eligible,
 (Many kinds here)
 End of the life cycle
 Closed
 Resolved, Completed, Terminated,
 Expired, Denied, Withdrawn
 Appealed

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 Business Event Model
Typical Kinds of States
Time Events
Point in time reached (Dec 31, Apr 15, 5:00 PM, etc.)
Time period reached (10 days passed, etc.)
Business Events
Order received
Customer complains
Petition filed
Etc. (a million of these)
Natural Events
Hurricane hits

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 4. Business Location Model
Purpose
To represent:
Business location requirements
E.g. Where do we need to conduct business?
E.g. What support is needed in those places?
E.g. What needs to get from place to place?
Typically, to provide the foundation for:
Facility designs … facilities
Network designs … communication networks &
transportation networks

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 Business Location Model Sample
Diagram – Site Channel Diagram

Courier:
Application Folder

Planning & Inspections &

Zoning Office Permits Office

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 Business Location Model Sample
Diagram SEER Registry
Symbol legend
Private Citizen Data Management Project
Physical Site. Location Sketch
Date Created: 6/27/2001
Material Channel. Informant Date Last Updated: 12/11/2002
Data Channel. Residence
Participant Channel. Note: This model is under development.
Requests (Abstract,
medical records, Patient Filename: Location sketch.vsd
other HRecs, SS Residence
approval, updated
profile info, IRB)

Submission notification
Health Data Provider Report (CRO-Supplemental
(CRO-Hospital Follow-up
query + Data Source)
Regsitry): 1,3,-7
Follow-back
SS info query
Response Supplemental
Mobile
(CRO-Patient
Hospital Patient set info + Residence)
abstracter Data Source
Cancer Differences (VSB)
Registry (CRO-Hospital Special State
Registry):1,3-7 Study Request
query for data Deficiency notification
Supplemental
Other health
data
records: 4-6
Patient Set Info
: 1,3-7 Software
Abstract: 1,3-7 update
Intra-State +Reason no abstract
Registry Special study criteria
(CRO - SEER): 1-3,5

Other Submission notifcation

Patient set
+ Other notifications
State Registry (CRO-Health Data Provider):1-7
(subset): 4,6,7
SEER
Report Office
Follow-back query
Patient set info minus (CRO - SEER):5,7
+ Active follow-up query
facility info : 1,3-7
(CRO-Health Data Provider): 1-7
Central Rules: 5,6,8
Hospital Response (FUP, FB, Registry
SS, IRB, profile info)
Record Office Query (CRO - SEER): 1-3
(CRO-Health Data
Dept.? Provider): 1-7

Response (CRO- SEER): 1-3,5

Other Medical records
Provider

Mobile abstracter Query

(CRO - Registry
Staff Home)
SS info
Follow-back
Submission need 6?
notifcation Query (info Active follow-up
+ Other Query request, need + Follow-
notifications problems, back need
rqst for docs)
Follw-back query + Active follow- Patient set info
Response
Active Follow-Up Need up need (CRO- Registry
(CRO - Registry
Response (Provider-Mobile Staff Home)
Special study criteria Staff Home)
(FUP, FB) Abstractor) 1-3,5
+ SS info (Indicators,
Health records + Data items)
Patient Set (CRO-Data User
Patient medical info
DB Subset
Remote access Registry
4,5 Location) to Central Registry
6? Staff Home*
Abstraction
facility leads
Request for 6? Follw-back query +
Response (resolution, Active Follow-Up Need KEY:
Medical Records Mobile 1= e-mail
Response notifications, docs, selected Requested
Abstracter IDs) (CRO- Data User report or data 2 = phone
Abstract Data User 3 = fax
Laptop* Location)
4 = secure socket
Health records Location Health
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5 = paper
(including abstracts)
6?
Data 6 = electronic media
Response 7 = FTP
Provider
1 *It is assumed that there is no contact with a patient or informant (FUP, FB) 8 = Web
from the Mobile Abstracter Laptop or from the Registry Staff Home.
 Business Location Model
Nodes & Links
Nodes: Locations (Sites)
Links: Channels
Also: Cargo (may be data, people, other)
Typical Kinds of Locations
Whose location?
Internal - controlled by you
External - customer, vendor, partner, public…
Nature of the location?
Geographic areas - boundary-oriented
State, territory, neighborhood, campus, …
Sites - point-oriented
Typically “addressable”
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 Business Location Model
Typical Kinds of Sites
Facility (place with a purpose)
Office (corporate, regional, local), Store, Plant,
Warehouse, Lab, School, Courthouse, Server room,
Kitchen, etc.
Building
Land spot (construction site, test site, etc.)
Mobile site
Vehicle
Participant
“Any connected site”
“Any site” (connected or not)
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 Business Location Model
Typical Kinds of Channels
Data
Data “from” one location “to” another location
(Note: this is less relevant when there is a web assumption)
Control
Triggers: OK to begin an activity
Material
Signed or original documents
Equipment and supplies
Participants
Staff movement
Customer movement
Etc.

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 5. Business Socio-Political Model
Purpose
To represent: Business “organizational” requirements
E.g. What external organizations, social/political
groups need to be accommodated?
E.g. What organization structure will best support
our goals?
E.g. What roles are needed to conduct the business?
Typically, to provide the foundation for:
Organization designs … organization structure &
job positions
External interface requirements (in part)

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 Business Socio-Political Model Sample
Diagram – Party Affiliation Diagram
Calvert County
Government

Planning & Zoning

Department of (P&Z)
Public Works - Reviewers
(DPW) - House Nbrs

Inspections & Permits

(I&P)
- Supervisor
- Administrators

APPLICANT
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 Business Socio-Political Model
Sample Diagram – Org Chart
Customer
Services Customer
Admin S Chief Services
Support Senior IT
Assistant Project
347
Manager

416 346

Meeting Technical Remote/Field

Management CSCs Writer Staff Support
Technology Team Lead (for Customer (Dom. & Intl.)
Team Lead Services) Team Lead

364 348 428 457

Coordination
Hardware
Video-
Media Application Service Desk CSC Pool
Conferencing
Engineer Administrator Lead Lead Lead
Lead
Technician

363 362 456 444 349 455

CSC
CSC CSC Hardware
SW Engineer –
HW/SW HW/SW Pool
Special
Technician Engineer Technician
Applications
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7 352 350 354 454
 Business Socio-Political Model
Nodes & Links
“Party-Affiliation Diagram”
Nodes: Parties
Links: Affiliations
Provider – End Customer
Provider – Other Customer
Org Parent – Org Child
Collaboration
Other
Also: Roles – normal or customary activities
expected to be performed by someone.
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 Business Socio-Political Model
Nodes & Links
“Org Chart”
Nodes: Org Units
Links: Affiliations
Org Parent – Org Child
Provider – Internal Customer (maybe)
Collaboration (maybe)
Also: Positions – “designed” roles, usually with
accountabilities, pay grades, etc.

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 Business Socio-Political Model
Typical Kinds of Parties
 Your organization
Multiple “legal entities”?
Org units
Roles, positions, and perhaps specific individuals
 Some others are very clear
Corporations
Governmental agencies
Non-profit organizations
 Some are less clear
Neighborhoods
Populations
Potential electric car drivers
Etc.

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 Business Socio-Political Model
Typical Kinds of Roles
Performing Leadership
Coordinator, Facilitator Team lead
Architect, Engineer, Project manager
Technician Etc.
Specialist, Analyst Management
Administrator, Clerk, Executive
Support Manager
Technical writer Etc.
Etc.

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 Business Socio-Political Model
Typical Kinds of Affiliations
 Customer (Provider – End Customer)
 Current customer, potential customer, etc.
 Vendor (Provider – End Customer)
 Current vendor, preferred vendor, potential vendor, etc.
 Provider – Other Customer
 Internal vendor or customer
 Intermediate vendor or customer
 Org Parent – Org Child
 Parent company & subsidiary
 Org units
 Direct (work & admin, accountability)
 Indirect (functional accountability) – “dotted line”
 Partner (Collaboration)
 Legal partnerships
 Working relationships (formal or informal)
 Competitor
 Substitution

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 Cross-model Considerations
Each model focuses on one aspect of the same thing
(the business)
To be “complete” each model would need to be fully
cross referenced to each of the other aspects. In most
projects, this is not practical.
Business Business
Process Model Event Model

Business
Object/Data Business
Model Location Model

8 Business
3 Socio-Political Model
 Summary
There is a chain of reasoning that leads from the statement of a
problem to implemented solutions
It doesn’t matter how you get from problem to solution – what
method or approach – but you will HAVE to…
Define the problem being fixed (drivers)
Define how you will know they have been fixed (objectives)
Define what has to change to achieve objectives (high level
requirements)
Define how big the changes have to be to achieve objectives
(scope)
Define what process changes are required (process requirements)
Define what data changes are required (data requirements)

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