Process Analyst To Infinity and Beyond Copyright © 2009 SentientPoint, Inc. All Rights Reserved.

Process AnalystProcess Analyst

To Infinity and Beyond To Infinity and Beyond

Copyright © 2009 SentientPoint, Inc. All Rights ReservedCopyright © 2009 SentientPoint, Inc. All Rights Reserved

PresenterPresenter

Jack HiltyJack HiltyManaging Principal, SentientPoint, Inc.Managing Principal, SentientPoint, Inc.

Jack Hilty is a Certified Business Architect CBA® and has 25 Jack Hilty is a Certified Business Architect CBA® and has 25 years of enterprise-wide experience in providing overall years of enterprise-wide experience in providing overall leadership in the design and development of Information leadership in the design and development of Information Systems, specializing in business process management, Systems, specializing in business process management, change management, project management, service oriented change management, project management, service oriented and enterprise architecture. Jack is the Managing Principal at and enterprise architecture. Jack is the Managing Principal at SentientPoint, Inc. and teaches at Northwestern University SentientPoint, Inc. and teaches at Northwestern University School of Continuing Studies and the University of Chicago School of Continuing Studies and the University of Chicago Graham School. Jack is a member of the Association of Graham School. Jack is a member of the Association of Business Process Management Professionals (ABPMP), Business Process Management Professionals (ABPMP), Executives’ Club of Chicago and President of the Business Executives’ Club of Chicago and President of the Business Architects Association® and teaches Business Architecture at Architects Association® and teaches Business Architecture at DePaul University. DePaul University.

Jack Hilty is a Certified Business Architect CBA® and has 25 Jack Hilty is a Certified Business Architect CBA® and has 25 years of enterprise-wide experience in providing overall years of enterprise-wide experience in providing overall leadership in the design and development of Information leadership in the design and development of Information Systems, specializing in business process management, Systems, specializing in business process management, change management, project management, service oriented change management, project management, service oriented and enterprise architecture. Jack is the Managing Principal at and enterprise architecture. Jack is the Managing Principal at SentientPoint, Inc. and teaches at Northwestern University SentientPoint, Inc. and teaches at Northwestern University School of Continuing Studies and the University of Chicago School of Continuing Studies and the University of Chicago Graham School. Jack is a member of the Association of Graham School. Jack is a member of the Association of Business Process Management Professionals (ABPMP), Business Process Management Professionals (ABPMP), Executives’ Club of Chicago and President of the Business Executives’ Club of Chicago and President of the Business Architects Association® and teaches Business Architecture at Architects Association® and teaches Business Architecture at DePaul University. DePaul University.

AgendaAgenda

Key IssueKey Issue The Evolution of the Design TeamThe Evolution of the Design Team

Past RolesPast Roles Integrated TeamIntegrated Team The 3 C’s of PerspectiveThe 3 C’s of Perspective Process Analyst RoleProcess Analyst Role Components of Abstract ThinkingComponents of Abstract Thinking Perspective CubePerspective Cube

Process Analyst as Pivot PointProcess Analyst as Pivot Point Skills, Experience and Personal Characteristics of a Process AnalystSkills, Experience and Personal Characteristics of a Process Analyst Communicating with the Business TeamCommunicating with the Business Team Communicating with the IT TeamCommunicating with the IT Team New Competency Levels for the Process AnalystNew Competency Levels for the Process Analyst Action PlanAction Plan

Key IssueKey Issue In organizations in which a Business Process In organizations in which a Business Process Management approach have been adopted, teams are Management approach have been adopted, teams are made up of individuals with specific responsibilities and made up of individuals with specific responsibilities and expertise (business experts (SME), architects and expertise (business experts (SME), architects and technical experts). Each team member has a perspective technical experts). Each team member has a perspective framed by and directed to achieve his or her specific framed by and directed to achieve his or her specific goals. They do not necessarily take into account the goals. They do not necessarily take into account the perspective of other team members with other perspective of other team members with other responsibilities. responsibilities.

The role of the The role of the process analystprocess analyst is to ensure that all is to ensure that all perspectives are represented, considered and perspectives are represented, considered and accommodated.accommodated.

The Evolution of the Design TeamThe Evolution of the Design Team Past RolesPast Roles

Data ModelerData Modeler Process ModelerProcess Modeler

Process ModelProcess Model

Data Flow ModelData Flow Model

Functional Functional

DecompositionDecomposition

CRUD MatrixCRUD Matrix

DependencyDependency

DiagramsDiagrams

Process ModelProcess Model

Data Flow ModelData Flow Model

Functional Functional

DecompositionDecomposition

CRUD MatrixCRUD Matrix

DependencyDependency

DiagramsDiagrams

Entity-Relationship Entity-Relationship Attribute ModelAttribute Model

Logical Data Logical Data ModelModel

Physical Data Physical Data Model Model

Meta-ModelMeta-Model

Dictionary Dictionary ServicesServices

Entity-Relationship Entity-Relationship Attribute ModelAttribute Model

Logical Data Logical Data ModelModel

Physical Data Physical Data Model Model

Meta-ModelMeta-Model

Dictionary Dictionary ServicesServices

Integrated TeamIntegrated Team

Business & System ObjectivesBusiness & System ObjectivesContext DiagramContext DiagramBusiness ScenariosBusiness ScenariosProcess ModelsProcess ModelsBusiness Model Definitions Business Model Definitions Enterprise Process FrameworkEnterprise Process Framework

Business & System ObjectivesBusiness & System ObjectivesContext DiagramContext DiagramBusiness ScenariosBusiness ScenariosProcess ModelsProcess ModelsBusiness Model Definitions Business Model Definitions Enterprise Process FrameworkEnterprise Process Framework

Taxonomy and Metadata Taxonomy and Metadata StandardsStandards

Sequence DiagramsSequence Diagrams

Class Association DiagramClass Association Diagram

Class Hierarchy DiagramClass Hierarchy Diagram

Taxonomy and Metadata Taxonomy and Metadata StandardsStandards

Sequence DiagramsSequence Diagrams

Class Association DiagramClass Association Diagram

Class Hierarchy DiagramClass Hierarchy Diagram

Subject Subject Matter Matter ExpertExpert

ProcessProcessAnalystAnalyst

Business Knowledge Business Knowledge

And ExpertiseAnd Expertise

Business Knowledge Business Knowledge

And ExpertiseAnd Expertise

Enterprise Enterprise ArchitectArchitect

The 3 C’s of Perspective:The 3 C’s of Perspective:

ConceptConcept – Business Process (ex: place an – Business Process (ex: place an order)order)

Content Content – Detail around the Process (i.e. – Detail around the Process (i.e. people, places, data, processes)people, places, data, processes)

Context Context – Structure used to gather Content – Structure used to gather Content (i.e. Process Models, etc.) (i.e. Process Models, etc.) 

Process Analyst RoleProcess Analyst Role

Subject Subject Matter Matter ExpertExpert Process AnalystProcess Analyst

Enterprise Enterprise ArchitectArchitect

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InterpreterInterpreter

Abstract ThinkingAbstract Thinking

Thinking characterized by the ability to use Thinking characterized by the ability to use concepts concepts (Concept)(Concept) and to make and and to make and understand generalizations, such as understand generalizations, such as properties properties (Content),(Content), or pattern shared by a or pattern shared by a variety of specific items or events variety of specific items or events (Context)(Context). . --The Free Dictionary--The Free Dictionary

How people naturally think.How people naturally think.--Jack Hilty--Jack Hilty

People/Role

Places

Things

Processes

Components of Abstract ThinkingComponents of Abstract Thinking

People/Role

A person is defined as the role an individual plays. A person may take on multiple roles, depending on the business situation or context. For example, a single person may be a customer, a salesperson, and a manager.

Hint: When thinking about a role, focus on the characteristics of the role played by someone or something.

Places

A place is an organizational designation (or grouping of people)--such as company, department, division, business unit, team--that is responsible for performing a business function.

Things

A thing is a non-person tangible or intangible used or created by a business function.

Examples: Products and Services, Data, Forms, Systems.

Processes

A process is an activity performed to accomplish a specific business transaction.

Examples: Order Inventory, Hire Employees, Contact Customer.

The Perspective Cube

The Perspective Cube provides a way to look at collaborations/ responsibilities from a variety of perspectives.

Publication

PublisherView

ReaderView

AdvertiserView

In terms of the responsibilities of a publication, there are In terms of the responsibilities of a publication, there are several different perspectives to consider. several different perspectives to consider.

•To the Advertiser, a publication is a medium in which to To the Advertiser, a publication is a medium in which to place an ad to present a message to the public. place an ad to present a message to the public.

•To readers, a publication is a source of information. To readers, a publication is a source of information.

•To the publisher, a publication is a source of revenue. To the publisher, a publication is a source of revenue.

The challenge is to adopt the proper perspective for each The challenge is to adopt the proper perspective for each process.process.

The Perspective CubeThe Perspective Cube

Process Analysts need be bi-lingual and Process Analysts need be bi-lingual and business- and techno-savvy to effectively perform business- and techno-savvy to effectively perform as interpreter between team members with as interpreter between team members with differing perspectives. differing perspectives.

To do this, they should focus on acquiring and To do this, they should focus on acquiring and enhancing skills, experience and personal enhancing skills, experience and personal characteristics necessary to transition to a BPM characteristics necessary to transition to a BPM environment. environment.

Process Analyst as Pivot PointProcess Analyst as Pivot Point

CategoryTrait

Skill (S),Experience (E),

Or PersonalCharacteristic (C)

CompetencyRequired in a BPM

Environment

Analytical C Abstract Thinking/ Multiple Perspectives

Mastery

Analytical C Problem-Solving Mastery

Analytical E Business Knowledge Intermediate

Organizational S Planning Mastery

Leadership C Social Skills Intermediate

Leadership C Conflict Resolution Intermediate

Technical E Keep Pace with Technology Advances

Intermediate

Communication S Interviewing Mastery

Communication S Writing / Documentation Mastery

Communication S Facilitation Intermediate

Communication S Presentation Intermediate

Skills, Experience & Personal Skills, Experience & Personal Characteristics of a Process AnalystCharacteristics of a Process Analyst

Speaking a “Shared Language” and bSpeaking a “Shared Language” and bridging the gap ridging the gap between business and IT benefits the organization by:between business and IT benefits the organization by:

     Rapid development of business models designed from solid Rapid development of business models designed from solid

business processesbusiness processes

Development of standards and best practices to create stable, Development of standards and best practices to create stable, scalable infrastructures with repeatable processes, procedures scalable infrastructures with repeatable processes, procedures and policiesand policies

Solutions dictated by business needs, rather than technology-Solutions dictated by business needs, rather than technology-drivendriven

Maximum return on technology, tools and personnel  Maximum return on technology, tools and personnel  

Organizational BenefitsOrganizational Benefits

Communicating with the Business TeamCommunicating with the Business Team

Subject Matter ExpertSubject Matter ExpertC

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Interpreter

Process AnalystProcess Analyst

To successfully translate business needs into business models, the To successfully translate business needs into business models, the Process Analyst needs intimate knowledge of the business functions Process Analyst needs intimate knowledge of the business functions from a business process perspective – as well as the organization’s from a business process perspective – as well as the organization’s strategic objectives. strategic objectives.

Visualization:Visualization: Envision a solution from a business Envision a solution from a business process point of view rather than strictly a technology process point of view rather than strictly a technology perspective; formulate and analyze multiple business perspective; formulate and analyze multiple business perspectives (data, process, event, responsibility); perspectives (data, process, event, responsibility); employ creative thinkingemploy creative thinking

   Focus:Focus: Understand the appropriate and realistic Understand the appropriate and realistic

technologies needed to solve a business problem; see technologies needed to solve a business problem; see the big picture, yet still be detail-oriented; think beyond the big picture, yet still be detail-oriented; think beyond existing constraints and evaluate optionsexisting constraints and evaluate options

Communication:Communication: Work with business experts; Work with business experts; effectively communicate through pictures and words; effectively communicate through pictures and words; facilitate design sessions using shared languagefacilitate design sessions using shared language

To communicate effectively with the business team, the To communicate effectively with the business team, the Business Analyst must be adept in the following areas:Business Analyst must be adept in the following areas:

Coalescence:Coalescence: UseUse ideas from past experiences and ideas from past experiences and modify or extend them based on current business modify or extend them based on current business situationssituations

Decomposition:Decomposition: Simplify business processes and not Simplify business processes and not be intimidated by complexity; identify and separate non-be intimidated by complexity; identify and separate non-essential details for later review and resolution; essential details for later review and resolution; organize and prioritizeorganize and prioritize

Action-orientedAction-oriented:: Act as a conductor; keep the team Act as a conductor; keep the team on task and in sync and working togetheron task and in sync and working together

Communicating with the IT TeamCommunicating with the IT Team

To successfully translate a business model into a system solution,To successfully translate a business model into a system solution, the the Process Analyst must communicate a process-centric solution using Process Analyst must communicate a process-centric solution using service oriented design techniques to the architects.service oriented design techniques to the architects.

Given the more detail oriented, systematic and deductive mindset of Given the more detail oriented, systematic and deductive mindset of the typical technologist, the Process Analyst must transition from the typical technologist, the Process Analyst must transition from abstract to linear thinking. abstract to linear thinking.

Process AnalystProcess Analyst

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Interpreter

Enterprise Enterprise ArchitectArchitect

To effectively communicate with the architects To effectively communicate with the architects and technical team, the Process Analyst must and technical team, the Process Analyst must be:be:

   Bi-lingual:Bi-lingual: Able to work with architects and Able to work with architects and

developers; effectively communicate through business developers; effectively communicate through business models; facilitate design sessions using shared models; facilitate design sessions using shared languagelanguage

Techno-savvy:Techno-savvy: Know the capabilities and limitations of Know the capabilities and limitations of the technical environment; understand UML techniques the technical environment; understand UML techniques and technical design standards and practicesand technical design standards and practices

New Competency Level Expectations New Competency Level Expectations for the Process Analystfor the Process Analyst

The Process Analyst needs to learn new skills, master The Process Analyst needs to learn new skills, master them to greater degrees of competency and gain them to greater degrees of competency and gain additional experience.additional experience.

The Process Analyst must have business knowledge (a The Process Analyst must have business knowledge (a deep understanding of company business goals and deep understanding of company business goals and processes) and technical knowledge (understanding the processes) and technical knowledge (understanding the value of where to apply new and current technologies).value of where to apply new and current technologies).

The Process Analyst must be able to define services The Process Analyst must be able to define services and incorporate them into service oriented processes.and incorporate them into service oriented processes.

The Process Analyst must be able to work with Subject The Process Analyst must be able to work with Subject Matter Experts and Architects to translate – or interpret Matter Experts and Architects to translate – or interpret - business models into system models.- business models into system models.

New Competency Level Expectations for New Competency Level Expectations for the Process Analystthe Process Analyst

New Competency Level Expectations for New Competency Level Expectations for the Process Analystthe Process Analyst

Action PlanAction PlanGiven the proper learning situation and resources, a Process Analyst will rapidly Given the proper learning situation and resources, a Process Analyst will rapidly develop the skills and competencies necessary for success.develop the skills and competencies necessary for success.

The most successful organizational learning environment is one whereThe most successful organizational learning environment is one whereaccelerated learning is encouraged and rewarded and is comprised of theaccelerated learning is encouraged and rewarded and is comprised of thefollowing four proven approaches:following four proven approaches:

Provide high quality training coursework and materials to drive new skill Provide high quality training coursework and materials to drive new skill acquisitionacquisition

Provide opportunities to practice new skills under the guidance of a proven expert Provide opportunities to practice new skills under the guidance of a proven expert and mentorand mentor

Provide opportunities to work on current initiatives so that new skills can be Provide opportunities to work on current initiatives so that new skills can be applied immediately in a real-world situation and refined based on hands-on applied immediately in a real-world situation and refined based on hands-on experienceexperience

Augment the development team on initial projects with outside experts who can Augment the development team on initial projects with outside experts who can mentor in-house staff until they attain the appropriate level of competency on mentor in-house staff until they attain the appropriate level of competency on necessary skills. necessary skills.

About SentientPoint, Inc.About SentientPoint, Inc.SentientPoint, Inc.SentientPoint, Inc. is a Chicago-based firm that delivers is a Chicago-based firm that delivers business consulting, education, and mentoring services to business consulting, education, and mentoring services to large complex businesses that need to improve Business and large complex businesses that need to improve Business and IT integration. IT integration.

Jack Hilty is a Certified Business Architect CBA ® and has 25 Jack Hilty is a Certified Business Architect CBA ® and has 25 years of enterprise-wide experience in providing overall years of enterprise-wide experience in providing overall leadership in the design and development of Information leadership in the design and development of Information Systems, specializing in business process management, Systems, specializing in business process management, change management, project management, service oriented change management, project management, service oriented and enterprise architecture. Jack is the Managing Principal at and enterprise architecture. Jack is the Managing Principal at SentientPoint, Inc. and teaches at Northwestern University SentientPoint, Inc. and teaches at Northwestern University School of Continuing Studies and the University of Chicago School of Continuing Studies and the University of Chicago Graham School. Jack is a member of the Association of Graham School. Jack is a member of the Association of Business Process Management Professionals (ABPMP), Business Process Management Professionals (ABPMP), Executives’ Club of Chicago and President of the Business Executives’ Club of Chicago and President of the Business Architects Association® and teaches Business Architecture at Architects Association® and teaches Business Architecture at DePaul University. DePaul University. [email protected] www.SentientPoint.comwww.SentientPoint.com 312-925-6841312-925-6841

SentientPoint, Inc.SentientPoint, Inc. is a Chicago-based firm that delivers is a Chicago-based firm that delivers business consulting, education, and mentoring services to business consulting, education, and mentoring services to large complex businesses that need to improve Business and large complex businesses that need to improve Business and IT integration. IT integration.

Jack Hilty is a Certified Business Architect CBA ® and has 25 Jack Hilty is a Certified Business Architect CBA ® and has 25 years of enterprise-wide experience in providing overall years of enterprise-wide experience in providing overall leadership in the design and development of Information leadership in the design and development of Information Systems, specializing in business process management, Systems, specializing in business process management, change management, project management, service oriented change management, project management, service oriented and enterprise architecture. Jack is the Managing Principal at and enterprise architecture. Jack is the Managing Principal at SentientPoint, Inc. and teaches at Northwestern University SentientPoint, Inc. and teaches at Northwestern University School of Continuing Studies and the University of Chicago School of Continuing Studies and the University of Chicago Graham School. Jack is a member of the Association of Graham School. Jack is a member of the Association of Business Process Management Professionals (ABPMP), Business Process Management Professionals (ABPMP), Executives’ Club of Chicago and President of the Business Executives’ Club of Chicago and President of the Business Architects Association® and teaches Business Architecture at Architects Association® and teaches Business Architecture at DePaul University. DePaul University. [email protected] www.SentientPoint.comwww.SentientPoint.com 312-925-6841312-925-6841