Process modelling and definition · process management, business process re-engineering, operations management, process mapping, process re-alignment ... number of concepts must be
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Process modelling and definition
Simon A. PerryBrass Bullet Ltd.
‘If you're looking for trouble, you came to the right place’
Elvis Presley
Overview
1. The magic of processes2. Modelling3. The seven views4. 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
Requirements set
Process validation
Process knowledge
Process
Process model Process document
Stakeholder
Document template
Customer
UserDomain expert Author
Supplier
1..*
Process descriptionsatisfies Section
1..*
is formatted according to
owns
1..* describes
1..*describes purpose of
1..*1..*
organises
1..*
presents stakeholder's view of
Concept view - with groups
Requirements set
Process validation
Process knowledge
Process
Process model Process document
Stakeholder
Document template
Customer
UserDomain expert Author
Supplier
1..*
Process descriptionsatisfies Section
1..*
is formatted according to
owns
1..* describes
1..*describes purpose of
1..*1..*
organises
1..*
presents stakeholder's view of
Source Understanding Presentation
Realisation view
«class diagram»Process content
view
«class diagram»Process structure
view
«sequence diagram»Process instance
view
«use case diagram»Requirements
view
«class diagram»Stakeholder
view
«class diagram»Information
view
«activity diagram»Process
behaviour view
Process description Process validation
1..*
«use case»Requirement
«actor»Stakeholder
1..*1..*
«class»Process
«operation»Activity
«attribute»Artefact
1..*
1..*1..*
1..*
satisfies
1..* produces/consumes
1..*
definesstructure of
definesbehaviour of
«object»Artefact
«swim lane»Stakeholder
«activity invocation»Activity
1..*
1..* 1..*
«life line»Process
1..*
1..*
«class»Stakeholder
«class»Artefact
1..*
1..*1..*
1..* 1..*
1..*
Requirements set satisfies
* validates
*
validates
‘Da dah, da da da dah, da da da da da-da-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 viewInvoicing context
Raise invoice
Ensure payment
Monitor invoiceEnsure timliness
Maintainaccountancy
records
Deliver invoice
Check
«includes»
«includes»
«includes»
«includes»«constrains»
«constrains»
Administrator
Initiator
Director
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
Process group
Process
Artefact
Activity
Role
4
1..*
1..*
1..*1..*
1..*is responsible for
1..*produces/consumes
Process content view
• Identifies actual processes in each group– shows activities– shows artefacts
• May show general associations• May show dependencies
A single process
define outcomes()identify attendees()invite()set environment()greet()execute meeting()close meeting()record minutes()reset environment()
MinutesOutcome infoInvitationAgendaOutcome
Meeting logistics
The ‘Enterprise’ processEnterprise
Process
1..*
define outcomes()identify attendees()invite()set environment()greet()execute meeting()close meeting()record minutes()reset environment()
MinutesOutcome infoInvitationAgendaOutcome
Meeting logistics
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()
Tender informationTender application Personnel
calculate figures()print ()authorise()deliver()check()secondary check()confirm payment()close invoice()
InvoiceDateInvoice numberAmountVAT rateVAT amountTotalToAddressPO numberRaised byApproved by
Customer 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
External
Supplier
Technical Administration
Management
Standard Legal
User
Operator
Sponsor
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
define outcomes
identify attendees invite respond
Attendee
cancel
confirmset environment
greet
execute meeting record minutes
close meetingreset environment
:Outcome info
:Agenda:Invitation[1..*]
:Outcome :Minutes
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-upspecification
Invoice
Work order
1..*
provides detail for
1..*defines detail for
Accounts record
1..*
feeds into
Process instance view
• Shows instances of processes and stakeholders
• Forms basis for validation• Relates process execution back to
requirements
Example process instance view
:Customer invoice :Course delivery:Project initiation :Course set-up:Initiator
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.uksimon.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
Process group
Process
Artefact
Activity
Role
4
1..*
1..*
1..*1..*
Project
Enterprise Agreement
Technical
1..*
is responsible for1..*
produces/consumes
PSV – extended to show life cycle phases
Process model
Process group
Process
Artefact
Activity
Role
Life cycle
Phase
Conception
Development
Operations
Transition
Construction
Iteration
4
1..*
1..*
1..*1..*
Retirement
61..*
1..*is responsible for
1..*produces/consumes
1..*
is executed during
PSV – cause for concern?
Process model
Process group
4
Process
1..*
Sub processLeaf process
Activity
Artefact Role
1..*
1..*1..*
1..*1..*produces/consumes
1..*
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
1..*
define outcomes()identify attendees()invite()set environment()greet()execute meeting()close meeting()record minutes()reset environment()
MinutesOutcome infoInvitationAgendaOutcome
Meeting logistics
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()
Tender informationTender application Personnel
calculate figures()print ()authorize()deliver()check()secondary check()confirm payment()close invoice()
InvoiceDateInvoice numberAmountVAT rateVAT amountTotalToAddressPO numberRaised byApproved by
Customer 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
Tutor
Initiator
Organizer
Technical
Analyst
Designer
Tester
ImplementerRequirements
engineer
Installer
DirectorDevelopment
Training
Demonstrator
Management
Project manager
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
calculate figures
print authorize
deliver
[not OK]
[OK]
check
secondary check confirm payment
close invoice[paid]
[not paid]
Administrator Director
Raise invoice
:Amount:VAT rate
:Total:VAT amount
:Invoice
:Invoice
:Date
:Date
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
Agreement
Process
establish plan()prepare request for service()select supplier()evaluate proposal()negitiate agreement()monitor agreement()confirm compliance()
Identified supplierJustificationAgreementSystemPayment
Acquisition
evaluate request()prepare response()negotiate agreement()execute()monitor execution()
Identified acquirerResponse to acquirerAgreementSystemResponsibilityPayment
Supply
2
(ISO 15288)
negotiate contract()develop system()deliver & install()prepare response()identify delivery req's()
ResponseContractSystemDelivery statement
Supply
Acquisition
Requirementselicitation
Operation
Operationaluse
Customersupport
identify need()define requirements()prepare strategy()define acceptance()
Customer needCustomer req'sAcquisition strategyAcceptance criteria
Acquisition preparation
define acquisition req's()select supplier()prepare & negotiate contract()
Acquisition req'sSupplierContract
Supplier selection
evaluate delivered product()accept delivered product()
Acceptance criteriaEvaluation strategyEvaluation result
Customer acceptance
provide supplier feedback()review development()
Activity listProgressPerformance
Supplier monitoring
(ISO 15504)
Process
Customer/supplier
8
PSV – life cycle mapping
PSV – focus on ‘component’
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