copyright © 2005 advanced strategies, inc. all rights reserved. the evolving role of the business...

Copyright © 2005 Advanced Strategies, Inc. All rights reserved.

The Evolving Role of the Business The Evolving Role of the Business Analyst – Are You Prepared?Analyst – Are You Prepared?

Minnesota Government IT SymposiumSt. Paul, MN – Dec 14, 2006St. Paul, MN – Dec 14, 2006

Richard Branton

Advanced Strategies, Inc.Atlanta, GA & St. Paul, [email protected] www.advstr.com


The PremiseThe Premise(True now … or true soon)(True now … or true soon)

• Yesterday you were a "data modeler", today you are Yesterday you were a "data modeler", today you are a "business analyst" or an "enterprise architect". a "business analyst" or an "enterprise architect". – You discover facts about your business.You discover facts about your business.– You facilitate communication between business experts.You facilitate communication between business experts.– You help specify the way the business will work.You help specify the way the business will work.– You provide these specifications to a technical staff (internal You provide these specifications to a technical staff (internal

or maybe a vendor) that will implement not only databases or maybe a vendor) that will implement not only databases and applications but perhaps a restructured organization as and applications but perhaps a restructured organization as well.well.

• You need a whole bunch of models!You need a whole bunch of models!


Topics IncludeTopics Include

• How do data models differ from process models, event How do data models differ from process models, event models, location models, and organization models?models, location models, and organization models?

• When should a data model include processes, events, When should a data model include processes, events, locations and organizations? And, when should it not?locations and organizations? And, when should it not?

• Why should some kinds of process models document Why should some kinds of process models document data requirements and some not?data requirements and some not?

• How is an event model used to document data status How is an event model used to document data status change (state transition) requirements?change (state transition) requirements?

• When should a location model include data When should a location model include data requirements?requirements?


The Analyst/Designer’s JobThe Analyst/Designer’s Job

“… “… demonstrates the ability and inclination to demonstrates the ability and inclination to tolerate chaos, ambiguity, and lack of knowledge tolerate chaos, ambiguity, and lack of knowledge and to function effectively in spite of them.”and to function effectively in spite of them.”

Position description for Senior Analyst/Designer at a major software Position description for Senior Analyst/Designer at a major software company.company.


Table of ContentsTable of Contents

• Some Background (0:10 min.)Some Background (0:10 min.)• Foundation Concepts (0:30)Foundation Concepts (0:30)• Types of Business Models (1:00)Types of Business Models (1:00)

– Business Object (Data) ModelsBusiness Object (Data) Models– Business Process ModelsBusiness Process Models– Business Event ModelsBusiness Event Models– Business Location ModelsBusiness Location Models– Business Socio-Political (Organization) ModelsBusiness Socio-Political (Organization) Models

• A Case Study (0:20)A Case Study (0:20)• Some Wrap Up (0:15)Some Wrap Up (0:15)


A Note About the ContentA Note About the Content

• This presentation contains more material than This presentation contains more material than we can coverwe can cover

• The thinking is:The thinking is:– Better to have too much than too littleBetter to have too much than too little– Some of this you can read later (if you want)Some of this you can read later (if you want)– No telling which of this may prove most useful to No telling which of this may prove most useful to

youyou


A Peek AheadA Peek Ahead

Planning & Zoning(P&Z)

- Reviewers- House Nbrs

Inspections & Permits(I&P)

- Supervisor- Administrators

APPLICANT

Calvert County Government

Department ofPublic Works

(DPW)

PERSON ORGANIZATION

PROPERTYdesires

change to

<APPLICANT>

DEVELOPMENT APPLICATION

PARTY

INITIALLYSUBMITTED TO

I&PDEV APPL

Application is received

SUBMITTED TO P&Z

DEV APPL

ApplicationTransferred

to P&Z

· Review for completeness· Forward package to P&Z

· Review for Zoning Compliance Planning & Zoning Office

Inspections & Permits Office

Courier:Application Folder

CreateDevelopmentApplication(Applicant)

Review forComplete-

ness(I&P

Administrator)

Plot Plan

Plan Cabinet

Architectural Plan

Verified Development Application


Architectural Plan

Development Application

Permit Log

Dev Permit Info


Some BackgroundSome Background

We will quickly cover:We will quickly cover:• Why are we here?Why are we here?• Important things that are NOT in scope todayImportant things that are NOT in scope today


Why Are We Here?Why Are We Here?

WORKSHOP OBJECTIVESWORKSHOP OBJECTIVES

• Explore how business analysts are positioned to move from a Explore how business analysts are positioned to move from a technical, back-office function to a highly valuable leadership technical, back-office function to a highly valuable leadership role in driving the transformation of organizations.role in driving the transformation of organizations.

• Examine how business modeling can be used to not only Examine how business modeling can be used to not only analyze and specify process and data requirements, but also analyze and specify process and data requirements, but also the event, location, and organizational requirements needed to the event, location, and organizational requirements needed to deliver systems, processes, and structures that enhance deliver systems, processes, and structures that enhance organizational performance.organizational performance.

• See, via a live case study, that this can be done.See, via a live case study, that this can be done.


Why Are We Here?Why Are We Here?

WORKSHOP “DEFINITION”WORKSHOP “DEFINITION”• IntentionsIntentions

– Understand how a full spectrum of models fit togetherUnderstand how a full spectrum of models fit together– Pick up some tips that might be useful on your projectsPick up some tips that might be useful on your projects

• ValuesValues– More practical than theoreticalMore practical than theoretical

• FocusFocus– Business modeling (not system modeling)Business modeling (not system modeling)– Key aspects (what, how, when, where, who)Key aspects (what, how, when, where, who)

• ContextContext– Our time is short and our topic is largeOur time is short and our topic is large


How this Material EvolvedHow this Material Evolved

1.1. We’ve been doing this every day for many yearsWe’ve been doing this every day for many years

2.2. We are always looking for new approachesWe are always looking for new approaches• Conferences, like this oneConferences, like this one• PublicationsPublications• Our own ideasOur own ideas• People we meet on projectsPeople we meet on projects

3.3. We try things that look promisingWe try things that look promising

4.4. We keep what works and abandon what doesn’tWe keep what works and abandon what doesn’t

(i.e. no particular axe to grind)(i.e. no particular axe to grind)


Very Important Things That AreVery Important Things That AreNOT in Scope TodayNOT in Scope Today

• Is Business Modeling a Good Thing?Is Business Modeling a Good Thing?– Assumption: yesAssumption: yes

• Modeling MethodologyModeling Methodology– Not: SDLC, JAD sessions, Agile development, … etc.Not: SDLC, JAD sessions, Agile development, … etc.

• Model Style/NotationModel Style/Notation– Not: Barker vs. Chen vs. UML vs. ORM … etc.Not: Barker vs. Chen vs. UML vs. ORM … etc.– I will use a particular style, but I’m not advocating itI will use a particular style, but I’m not advocating it

• Modeling ToolsModeling Tools– Not: ERwin vs. Rational Rose vs. Visio … etc.Not: ERwin vs. Rational Rose vs. Visio … etc.

• Model PresentationModel Presentation– Not: How much to put on one page, … etcNot: How much to put on one page, … etc..


Practical …Practical …

There are There are LOTSLOTS of ways to approach this work. of ways to approach this work.

This workshop will highlight:This workshop will highlight:

1.1. What has worked well for usWhat has worked well for us

2.2. What is typically most useful in most effortsWhat is typically most useful in most efforts

Goal: Goal: • You will be able to take away ideas that you can use You will be able to take away ideas that you can use

in your current modeling environment – not to in your current modeling environment – not to promote a whole new way of doing things.promote a whole new way of doing things.


Foundation ConceptsFoundation Concepts

We will discuss:We will discuss:• Business FactsBusiness Facts• FrameworksFrameworks• Business AnalysisBusiness Analysis• ModelsModels• Business ModelsBusiness Models• 5 Aspects of Business5 Aspects of Business• 5 Kinds of Business Models5 Kinds of Business Models• ProjectsProjects


Business FactsBusiness Facts

• We will use this term to mean any truth about We will use this term to mean any truth about the businessthe business

• May be:May be:– About the way the business currently worksAbout the way the business currently works– About the way the business will work in the futureAbout the way the business will work in the future


FrameworksFrameworks

• Anything complex can more easily be Anything complex can more easily be understood and dealt with if meaningful parts understood and dealt with if meaningful parts can be seen in a well-integrated context of a can be seen in a well-integrated context of a whole.whole.

• We will use a framework similar to the We will use a framework similar to the Zachman framework.Zachman framework.– I’ll point out where things are different, but we I’ll point out where things are different, but we

won’t dwell on it.won’t dwell on it.


Business AnalysisBusiness Analysis(A quick context)(A quick context)

“The Business”

Determine Business

Need

Pains, hopes, fears, problems, opportunities, mandates, etc.

Business need

Mechanized solutions

Business Analysis

Design & Deliver a

Mechanized Solution

Business requirements

Business facts +Business conditions +Business possibilities


Business AnalysisBusiness Analysis

We will think of business analysis as an activity We will think of business analysis as an activity with three parts.with three parts.

1.1. DiscoveryDiscovery: Understand & document current : Understand & document current business facts (as-is)business facts (as-is)

2.2. AssessmentAssessment: Identify business conditions and : Identify business conditions and possibilitiespossibilities

3.3. SpecificationSpecification: Define business requirements : Define business requirements (to-be)(to-be)


ModelsModelsPurposePurpose

• To clearly document facts To clearly document facts • To facilitate better communicationTo facilitate better communication

– Audience? … they speak to intended group(s)Audience? … they speak to intended group(s)

• To lead to a later actualization of a solutionTo lead to a later actualization of a solution– As a specification of what is neededAs a specification of what is needed– As a vehicle to test what was deliveredAs a vehicle to test what was delivered


ModelsModels

Model structureModel structure• We will focus on those:We will focus on those:

– Consisting of nodes and linksConsisting of nodes and links– Documented in diagrams & textDocumented in diagrams & text

• Other kinds include:Other kinds include:– Matrices and other instrumentsMatrices and other instruments– IllustrationsIllustrations– 3-D depictions3-D depictions– PrototypesPrototypes– NarrativeNarrative– Etc.Etc.

Model

Text

Nodes Links

Diagram

(Nodes & Links)


ModelsModelsNodes & LinksNodes & Links

• NodesNodes– Represent the key elements of the perspective, E.g. Represent the key elements of the perspective, E.g.

entities, activities, states, locations, parties …entities, activities, states, locations, parties …– Are the basic building block of the modelAre the basic building block of the model

PERSON CAR



• LinksLinks– Links represent a meaningful association between nodesLinks represent a meaningful association between nodes– In most type of diagrams, the nodes are easier to discover In most type of diagrams, the nodes are easier to discover

and articulate than the links.and articulate than the links.

PERSON CAR

drives?

is taken to?

owns?



• LinksLinks– There can be different types of associations between the There can be different types of associations between the

same set of nodessame set of nodes

Warehouse

Road

Retail Outlet

Phone

Schedule Hearing

Notify Participants of Hearing

Hearing date


ModelsModels

Types of ModelsTypes of Models• By stageBy stage

– Current state: “as is”, “as built”, “old”, …Current state: “as is”, “as built”, “old”, …– Future state: “to be”, “proposed”, “new”, …Future state: “to be”, “proposed”, “new”, …

• By level of detailBy level of detail– Framing modelsFraming models– Detailed modelsDetailed models


Business ModelsBusiness ModelsPurposePurpose

• To understand & document To understand & document businessbusiness facts facts• To facilitate better To facilitate better businessbusiness communication communication

– Audience: Business peopleAudience: Business people– Audience: Technical peopleAudience: Technical people

• To lead to a later actualization of a To lead to a later actualization of a businessbusiness solutionsolution– As a specification for an improved businessAs a specification for an improved business– As a vehicle to test the business quality of what As a vehicle to test the business quality of what

resulted.resulted.


5 Aspects of Business5 Aspects of Business

Process

Location

Event

Socio-Political

Objects/Data


5 Kinds of Business Models5 Kinds of Business ModelsBusiness

Process ModelBusiness

Event Model

BusinessSocio-Political Model

BusinessObject/Data

ModelBusiness

Location Model


5 Kinds of Business Models5 Kinds of Business Models

Key concepts:Key concepts:• They are all interrelated!They are all interrelated!

– It is just one thing, seen from different anglesIt is just one thing, seen from different angles– (Why we prefer a circle to a row)(Why we prefer a circle to a row)– This will be key in determining what to represent in This will be key in determining what to represent in

what kind of modelwhat kind of model

• There is WAY too much information to be able There is WAY too much information to be able to model in any normal project. You must to model in any normal project. You must decide in each project what to analyze and decide in each project what to analyze and what to allow to work out on it’s own.what to allow to work out on it’s own.


5 Kinds of Business Models5 Kinds of Business Models

Key concepts – each kind has:Key concepts – each kind has:• A different purposeA different purpose• StrengthsStrengths• Weaknesses – things it is not intended to doWeaknesses – things it is not intended to do• A variety of approach possibilitiesA variety of approach possibilities


5+ Diagram Types5+ Diagram TypesActivity Flow

Diagram

Location Channel Diagram

State Transition Diagram

Party AffiliationDiagram

Entity-Relationship

Diagram


2 Other Key “Threads”2 Other Key “Threads”(That we will not emphasize in this workshop)(That we will not emphasize in this workshop)

Enabling MediaEnabling Media• ““Technology”, in the broadest senseTechnology”, in the broadest sense• Business analysis should include: enabling media discovery, Business analysis should include: enabling media discovery,

assessment, and specification of direction.assessment, and specification of direction.• System design should include full enabling media specification for System design should include full enabling media specification for

business requirements in all threadsbusiness requirements in all threads

MotivationMotivation• The “Why” part of the equationThe “Why” part of the equation• The basic motivation chain:The basic motivation chain:

– Business intentions are stated in plans (strategic, operational, tactical)Business intentions are stated in plans (strategic, operational, tactical)– Projects are initiated to meet business intentionsProjects are initiated to meet business intentions– Business models support project intentionsBusiness models support project intentions


MotivationMotivation

Hopefully you have:Hopefully you have:

Business Intentions· Make a profit· Help the environment· Enrich the employee’s life

Project Intentions· Increase profit in Florida operations· Have healthier employees

Business Models· Process: streamlined & less expensive· Location: build employee health clubs that

use solar power


ProjectsProjects

• Almost all business modeling is done as part of Almost all business modeling is done as part of a “project”a “project”

• The project may be stated as an “IT project” or The project may be stated as an “IT project” or as a “Business project”as a “Business project”

• Projects have different levels of business impact Projects have different levels of business impact goals (none, improvement, reengineering, goals (none, improvement, reengineering, reinvention, etc.)reinvention, etc.)


ProjectsProjects

• The kind of business requirements we need (and the The kind of business requirements we need (and the kind of models we produce) is determined by kind of models we produce) is determined by what is what is driving the projectdriving the project – and each project is unique. – and each project is unique.

• The project may be a:The project may be a:– ““Data warehouse project”Data warehouse project”– ““Process improvement project”Process improvement project”– ““Technology update project”Technology update project”– ““ERP project”ERP project”– ““Org redesign project”Org redesign project”– Etc.Etc.


ProjectsProjects

In the pastIn the past• Projects addressed one area and didn’t impact the Projects addressed one area and didn’t impact the

others too muchothers too much– Develop a new application (process & some data)Develop a new application (process & some data)– Build a new database (data)Build a new database (data)– Shuffle around the employees in a reorg (organization)Shuffle around the employees in a reorg (organization)

TodayToday• Everything in business is so interrelated, most projects Everything in business is so interrelated, most projects

will impact all 5 areaswill impact all 5 areas• We need to be able to handle itWe need to be able to handle it


Types of Business ModelsTypes of Business Models

We will discuss:We will discuss:– Business Object (Data) ModelsBusiness Object (Data) Models– Business Process ModelsBusiness Process Models– Business Event ModelsBusiness Event Models– Business Location ModelsBusiness Location Models– Business Socio-Political (Organization) ModelsBusiness Socio-Political (Organization) Models

And:And:– Some cross-model considerationsSome cross-model considerations


Types of Business ModelsTypes of Business Models

For each type:For each type:• PurposePurpose• Sample diagramSample diagram• Nodes & linksNodes & links• Typical kinds of nodes/linksTypical kinds of nodes/links• Other considerationsOther considerations• Cross-reference to other modelsCross-reference to other models• ExerciseExercise• Business improvement opportunitiesBusiness improvement opportunities


Business Object (Data) ModelBusiness Object (Data) ModelPurposePurpose

• To represent:To represent:– Business object concepts and terminologyBusiness object concepts and terminology

E.g. What is a “product”?E.g. What is a “product”?E.g. What is an “order”?E.g. What is an “order”?

– Business information requirementsBusiness information requirementsE.g. What do we need to know about products?E.g. What do we need to know about products?E.g. What do we need to know about orders?E.g. What do we need to know about orders?

• Typically, to provide the foundation for:Typically, to provide the foundation for:– Data store designs … data storesData store designs … data stores


Business Object (Data) ModelBusiness Object (Data) ModelSample Diagram – Entity Relationship DiagramSample Diagram – Entity Relationship Diagram

PERSON ORGANIZATION

PROPERTYdesires

change to

<APPLICANT>


PARTY


Business Object (Data) Model Business Object (Data) Model Sample DiagramSample Diagram

GRAPE VARIETY

WINE

WINERY

REGION COUNTRY

WINE CHARACTERISTIC

ismadefrom

isdescribed

by

isproduced

by

islocated

in

contains

islocated

in

REDGRAPE

VARIETY

WHITE GRAPE

VARIETY

{Cabernet-Sauvignon,Merlot,etc.}

{Reisling,Chardonney,Gewurtraminer,Savignon-Blanc,etc.}

{California,Napa,Burgandy,Alsace,Chablis,etc.}

{USA,France,GermanyAustrailia,New Zealandetc.}

- Country Name

- Region Name- Soil characteristics- Climate

- Vintage Year

- Percentage

- Winery Name

PERSONhas

opinionabout

- Person Name- Opinion

TASTE(PALATE)

APPEARANCENOSE

(BOUQUET)


Business Object (Data) ModelBusiness Object (Data) ModelNodes & LinksNodes & Links

• Nodes: EntitiesNodes: Entities• Links: RelationshipsLinks: Relationships

• Also: AttributesAlso: Attributes


Business Object (Data) ModelBusiness Object (Data) ModelTypical Kinds of EntitiesTypical Kinds of Entities

• All sorts of “things”All sorts of “things”– Products, vehicles, documents, blood samples, Products, vehicles, documents, blood samples,

monkeys, diseases, furniture items, etc, etc.monkeys, diseases, furniture items, etc, etc.

• As well as these sorts of “things”As well as these sorts of “things”– Processes/activities/proceduresProcesses/activities/procedures– Locations/sitesLocations/sites– Parties/organizations/peopleParties/organizations/people– Events/occurrencesEvents/occurrences


Business Object (Data) ModelBusiness Object (Data) ModelTypical Kinds of EntitiesTypical Kinds of Entities

• All sorts of “things” All sorts of “things” (What)(What)– Products, vehicles, documents, blood samples, Products, vehicles, documents, blood samples,

monkeys, diseases, furniture items, etc, etc.monkeys, diseases, furniture items, etc, etc.

• As well as these sorts of “things” As well as these sorts of “things” (What)(What)– Processes/activities/procedures Processes/activities/procedures (How)(How)– Locations/sites Locations/sites (Where)(Where)– Parties/organizations/people Parties/organizations/people (Who)(Who)– Events/occurrences Events/occurrences (When)(When)


Business Object (Data) ModelBusiness Object (Data) ModelConsiderationsConsiderations

• For these kind of things:For these kind of things:– Processes/activities/proceduresProcesses/activities/procedures– Locations/sitesLocations/sites– Parties/organizations/peopleParties/organizations/people– Events/occurrencesEvents/occurrences

• When do you include these in your object/data model?When do you include these in your object/data model?• When do you care about them, but do not include them in When do you care about them, but do not include them in

your object/data modelyour object/data model??



• When do you When do you includeinclude these in your object/data model? these in your object/data model?– When concepts/terms need to be clarifiedWhen concepts/terms need to be clarified

• What is a “field office”?What is a “field office”?

• What is an “applicant”?What is an “applicant”?

• What is a “cancellation”?What is a “cancellation”?

• What is a “project activity”?What is a “project activity”?

– When information requirements existWhen information requirements exist• For each field office: What is the address? When was it established? For each field office: What is the address? When was it established?

What inventory items are stored there? Etc.What inventory items are stored there? Etc.

• For each project activity: What steps are included? What is the For each project activity: What steps are included? What is the expected duration? Who has been assigned to do the activity? Etcexpected duration? Who has been assigned to do the activity? Etc..



• When do you care about them, but When do you care about them, but do not includedo not include them in them in your object/data model?your object/data model?

– When we don’t need to “track” them, but:When we don’t need to “track” them, but:

– We need to “do” them (Activities)We need to “do” them (Activities)– We need to “be there” (Locations)We need to “be there” (Locations)– We need to “serve” them (Parties)We need to “serve” them (Parties)– We need to “respond” to them (Events)We need to “respond” to them (Events)

• Then, they are described only on the other modelsThen, they are described only on the other models• (Of course, they can be in both)(Of course, they can be in both)


Business Object (Data) ModelBusiness Object (Data) ModelTypical Kinds of RelationshipsTypical Kinds of Relationships

• contains/consists of/includes/ …contains/consists of/includes/ …• classifies/categorizesclassifies/categorizes• is assigned tois assigned to• is affiliated with (is married to/is member of/ …)is affiliated with (is married to/is member of/ …)• employsemploys• purchasespurchases• is prerequisite foris prerequisite for• steals fromsteals from• (and a million more)(and a million more)


Business Object (Data) ModelBusiness Object (Data) ModelDirect Cross-reference to Other ModelsDirect Cross-reference to Other Models

Other than the information requirements just discussed …Other than the information requirements just discussed …

• Processes/activities Processes/activities (How)(How)– (typically not in this model)(typically not in this model)

• Locations/sites Locations/sites (Where)(Where)– (typically not in this model)(typically not in this model)

• Parties/organizations/people Parties/organizations/people (Who)(Who)– (typically not in this model)(typically not in this model)

• Events/occurrences Events/occurrences (When)(When)– (typically not in this model)(typically not in this model)

Later, we will discuss specific cross-reference documentsLater, we will discuss specific cross-reference documents(e.g. data to process)(e.g. data to process)


Business Object (Data) ModelBusiness Object (Data) ModelExerciseExercise

• Scope: This Symposium/Conference Scope: This Symposium/Conference

• Part 1: List 3-5 key ‘things”Part 1: List 3-5 key ‘things”

• Part 2: Sketch an ERDPart 2: Sketch an ERD– Add a few relationshipsAdd a few relationships– Add a few attributesAdd a few attributes

Option: Pick a simple scope from your organization or area of interest Option: Pick a simple scope from your organization or area of interest (however we will discuss the exercise above)(however we will discuss the exercise above)


Business Process ModelBusiness Process ModelPurposePurpose

• To represent:To represent:– Business work requirementsBusiness work requirements

E.g. How do we fill an order?E.g. How do we fill an order?

E.g. How do we hire a new employee?E.g. How do we hire a new employee?

• Typically, to provide the foundation for:Typically, to provide the foundation for:– Application procedural designs … codeApplication procedural designs … code– Manual procedure designs … procedure guidesManual procedure designs … procedure guides


Business Process Model Business Process Model Sample diagramsSample diagrams

Process Map - with swimlanes

Review Application for Completeness

ReceiveBuilding Permit

Application

Review Application for

Compliance

Receptionist

Permit Clerk

Inspector

Issue Building Permit

Data Flow Diagram


Application(Receptionist)

County Statutes

APPLICANT

Review Application for Completeness(Permit Clerk)


Compliance(Inspector)

Building permit application

Daily

Receivedbuilding permit application

Notice of incomplete application

Reviewed building permit application

(passed or failed)

Zoning regulations +Environmental regulations


(Permit Clerk)

Compliance issue questions

Compliance issue responsesBuilding permit or

Rejection letter

Building PermitFile

Completebuilding permit application

Tuesdays & thursdays

Activity Diagram

Receive Building Permit Application

Review Application for Compliance Send Notice of Incomplete Application

Not complete Complete



Not complient Complient

Send Rejection Letter

Functional Decomposition Diagram

Process Building Permit

Application


Compliance




ZoningCompliance

Review Application for Environmental

Compliance


Application

Use Case Diagram

Receive BuildingPermit Application

Review Applicationfor Completeness

Review Applicationfor Compliance

*

*Receptionist

*

*

Permit ClerkInspector

*

*

Issue BuildingPermit

**


Business Process ModelBusiness Process ModelNodes & LinksNodes & Links

Depend on the emphasized viewDepend on the emphasized view

Nodes: ActivitiesNodes: Activities

Links:Links:• Depend on the diagram typeDepend on the diagram type• Options include:Options include:

– Control – what is the order of the activities?Control – what is the order of the activities?– Data/material dependencies – what is the activity input/output?Data/material dependencies – what is the activity input/output?– Performer – who does the activity?Performer – who does the activity?– Interface – who/what provides input/output?Interface – who/what provides input/output?– Hierarchy – how do activities roll-up & break-down?Hierarchy – how do activities roll-up & break-down?



““Process Map”Process Map”Nodes: ActivitiesNodes: Activities

Links: ControlLinks: Control

Also:Also:– Performer (often in swim lanes)Performer (often in swim lanes)– Location (sometimes in swim lanes)Location (sometimes in swim lanes)



Process Map - with swimlanes



Application


Compliance

Receptionist

Permit Clerk

Inspector




““Data Flow Diagram”Data Flow Diagram”Nodes: ActivitiesNodes: ActivitiesLinks: Data and material dependenciesLinks: Data and material dependencies

Also:Also:– InterfacesInterfaces– Control (usually limited to triggers and other non-Control (usually limited to triggers and other non-

data/material dependencies)data/material dependencies)– Performer (often annotated)Performer (often annotated)– Location (sometimes annotated)Location (sometimes annotated)



Data Flow Diagram


Application(Receptionist)

County Statutes

APPLICANT

Review Application for Completeness(Permit Clerk)


Compliance(Inspector)

Building permit application

Daily

Receivedbuilding permit application

Notice of incomplete application

Reviewed building permit application

(passed or failed)

Zoning regulations +Environmental regulations


(Permit Clerk)

Compliance issue questions

Compliance issue responsesBuilding permit or

Rejection letter

Building PermitFile

Completebuilding permit application

Tuesdays & thursdays


Business Process ModelBusiness Process ModelTypical Kinds of ProcessesTypical Kinds of Processes

• Develop a planDevelop a plan• Develop a budgetDevelop a budget• Hire an employeeHire an employee• Manufacture a productManufacture a product• Receive a paymentReceive a payment• Repair a vehicleRepair a vehicle• Fulfill an orderFulfill an order• Provide a serviceProvide a service• Respond to an inquiryRespond to an inquiry• Etc. EtcEtc. Etc..


Business Process ModelBusiness Process ModelTypical Kinds of ActivitiesTypical Kinds of Activities

• Receive/Get/Obtain …Receive/Get/Obtain …• Review/Evaluate/Verify …Review/Evaluate/Verify …• Determine/Calculate …Determine/Calculate …• Produce/Develop/Create/Draft/Prepare/Establish …Produce/Develop/Create/Draft/Prepare/Establish …• Conduct/Monitor/Assess/Specify/Design …Conduct/Monitor/Assess/Specify/Design …• Assign/Allocate/Appoint …Assign/Allocate/Appoint …• Prioritize/Rank …Prioritize/Rank …• Deliver/Issue/Return/Send…Deliver/Issue/Return/Send…• Etc, Etc.Etc, Etc.


Business Process ModelBusiness Process Model Direct Cross-reference to Other ModelsDirect Cross-reference to Other Models

As we have seen, this is very commonAs we have seen, this is very common• Objects/data Objects/data (What)(What)

– What data is required to do the work?What data is required to do the work?– What data is produced by the work?What data is produced by the work?

• Locations/sites Locations/sites (Where)(Where)– Where is the work done?Where is the work done?

• Parties/organizations/people Parties/organizations/people (Who)(Who)– Who does the work?Who does the work?– Who is the recipient of the work?Who is the recipient of the work?

• Events/occurrences Events/occurrences (When)(When)– When is the work done? (triggers)When is the work done? (triggers)


Business Process ModelBusiness Process ModelExerciseExercise

• Scope: This Symposium/ConferenceScope: This Symposium/Conference

• Part 1: List 2-3 key processesPart 1: List 2-3 key processes

• Part 2: Pick one, and sketch a DFD or Logic Flow Part 2: Pick one, and sketch a DFD or Logic Flow DiagramDiagram


Business Event ModelBusiness Event ModelPurposePurpose

• To represent: To represent: Business timing requirementsBusiness timing requirementsE.g. What external events does the business need to respond to?E.g. What external events does the business need to respond to?

E.g. For each event, how will the business respond?E.g. For each event, how will the business respond?

E.g. Does an event change the state (status) of anything?E.g. Does an event change the state (status) of anything?

• Typically, to provide the foundation for:Typically, to provide the foundation for:– Application trigger designs … menus, icons, auto-execute, etc.Application trigger designs … menus, icons, auto-execute, etc.– Manual procedure trigger designs … operating proceduresManual procedure trigger designs … operating procedures– Status tracking and reportingStatus tracking and reporting


Business Event ModelBusiness Event ModelSample Diagram – State Transition DiagramSample Diagram – State Transition Diagram

INITIALLYSUBMITTED TO

I&PDEV APPL

Application is received

SUBMITTED TO P&Z

DEV APPL

ApplicationTransferred

to P&Z


· Review for Zoning Compliance


Business Event ModelBusiness Event ModelSample Diagram – State Transition DiagramSample Diagram – State Transition Diagram

ACTIVE LISTING

UNDER CONTRACT

LISTING

SOLD LISTING

EXPIRED LISTING

Listing signed

Contract signed

Contract closed- Collect Commission

Listing expiration date arrives

Contract voided

- Obtain Information about Property

Real Estate ListingState Transition Diagram

March 1, 2003

EM0022.vsd

- Return Keys- Try to Get New Listing

- Determine Refund Amount- Return Refundable Fees

- Collect Deposit Fee

- Advertise Property- Conduct Open House

- Schedule Building Inspection

- Return Keys- Throw Party


Business Event ModelBusiness Event ModelNodes & LinksNodes & Links

• Nodes: States Nodes: States (of an entity, relationship, or aggregate)(of an entity, relationship, or aggregate)

• Links: EventsLinks: Events

• Also: Also: – ActivitiesActivities– State transitionsState transitions


Business Event ModelBusiness Event ModelTypical Kinds of StatesTypical Kinds of States

• Early in the life cycleEarly in the life cycle– PotentialPotential– CandidateCandidate– PendingPending– ReceivedReceived– AssignedAssigned

• MidstreamMidstream– Active (often a super state) vs. InactiveActive (often a super state) vs. Inactive– Approved, Authorized, Eligible, Approved, Authorized, Eligible, – (Many kinds here)(Many kinds here)

• End of the life cycleEnd of the life cycle– ClosedClosed– Resolved, Completed, Terminated, Resolved, Completed, Terminated, – Expired, Denied, WithdrawnExpired, Denied, Withdrawn– AppealedAppealed


Business Event ModelBusiness Event ModelTypical Kinds of EventsTypical Kinds of Events

• Time EventsTime Events– Point in time reached (Dec 31, Apr 15, 5:00 PM, etc.)Point in time reached (Dec 31, Apr 15, 5:00 PM, etc.)– Time period reached (10 days passed, etc.)Time period reached (10 days passed, etc.)

• Business EventsBusiness Events– Order receivedOrder received– Customer complainsCustomer complains– Petition filedPetition filed– Etc. Etc. (a million of these)(a million of these)

• Natural EventsNatural Events– Hurricane hitsHurricane hits


Business Event ModelBusiness Event ModelDirect Cross-reference to Other ModelsDirect Cross-reference to Other Models

• Objects/data Objects/data (What)(What)– Which entities, relationships, or aggregates have a Which entities, relationships, or aggregates have a

life-cycle worth examining?life-cycle worth examining?

• Processes/activities Processes/activities (How)(How)– What activities/processes are triggered?What activities/processes are triggered?


• Parties/organizations/people Parties/organizations/people (Who)(Who)– (typically not in this model)(typically not in this model)


Business Event ModelBusiness Event ModelExerciseExercise


• Part 1:Part 1:

– List 3-5 key related events, orList 3-5 key related events, or– Identify an entity that has an interesting life-cycleIdentify an entity that has an interesting life-cycle

• Part 2: Sketch a STDPart 2: Sketch a STD


Business Location ModelBusiness Location ModelPurposePurpose

• To represent:To represent:– Business location requirementsBusiness location requirements

E.g. Where do we need to conduct business?E.g. Where do we need to conduct business?E.g. What support is needed in those places?E.g. What support is needed in those places?E.g. What needs to get from place to place?E.g. What needs to get from place to place?

• Typically, to provide the foundation for:Typically, to provide the foundation for:– Facility designs … facilitiesFacility designs … facilities– Network designs … communication networks & Network designs … communication networks &

transportation networkstransportation networks


Business Location ModelBusiness Location ModelSample Diagram – Site Channel DiagramSample Diagram – Site Channel Diagram

Planning & Zoning Office




Business Location Model Business Location Model Sample DiagramSample Diagram

Report (CRO-Hospital

Regsitry): 1,3,-7

SEER Office

Patient set info minus facility info : 1,3-7

CentralRegistryOffice

Other health records: 4-6

Patient set info + Differences

(CRO-Hospital Registry):1,3-7

Abstract: 1,3-7+Reason no abstract

Response (FUP, FB, SS, IRB, profile info)(CRO-Health Data

Provider): 1-7

Follow-back query+ Active follow-up query

(CRO-Health Data Provider): 1-7

Submission notifcation+ Other notifications

(CRO-Health Data Provider):1-7

Follow-backneed 6?

Response (resolution, notifications, docs, selected

IDs) (CRO- Data User Location)

Special study criteria+ SS info (Indicators,

Data items)(CRO-Data User

Location)

Query (info request,

problems, rqst for docs)

Patient set(subset): 4,6,7

Report(CRO - SEER):5,7

Query (CRO - SEER): 1-3

Rules: 5,6,8

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

Patient set info(CRO- Registry

Staff Home)

Query (CRO - Registry

Staff Home)

Response (CRO - Registry

Staff Home)

Follow-upquery +

Follow-backquery Response

(CRO-Patient Residence)

Special study criteria(CRO - SEER): 1-3,5

Submission notification(CRO-Supplemental

Data Source)

Supplementaldata

Request for data

Softwareupdate

Health Data Provider

KEY:1= e-mail2 = phone3 = fax4 = secure socket5 = paper6 = electronic media7 = FTP8 = Web

Symbol legend

Physical Site.

Material Channel. Data Channel.

Participant Channel.

SEER Registry Data Management Project

Location Sketch

Date Created: 6/27/2001

Date Last Updated: 12/11/2002

Note: This model is under development.

Filename: Location sketch.vsd

Health records +Patient medical info

4,5Remote access

to Central Registry

Mobile abstracter

Active follow-up need

Abstractionfacility leads

6?

Health records(including abstracts)

6?

Patient SetDB Subset

6?

Requests (Abstract, medical records, other HRecs, SS

approval, updated profile info, IRB)

Follw-back query + Active Follow-Up Need

(Provider-Mobile Abstractor) 1-3,5

Abstract

Patient Set Info: 1,3-7

Request forMedical Records

Patient Residence

Informant Residence

Private Citizen

Special Study query

*It is assumed that there is no contact with a patient or informant from the Mobile Abstracter Laptop or from the Registry Staff Home.

Registry Staff Home*

Data UserLocation

Mobile Abstracter

Laptop*

SupplementalData Source

OtherProvider

HospitalCancerRegistry

Intra-State Registry

OtherState Registry

HospitalRecordDept.?

Active follow-upneed + Follow-

back need

Requested report or data

Submission notifcation

+ Other notifications

Response (FUP, FB)

Follw-back query + Active Follow-Up Need

Response (FUP, FB)

Health Data

Provider

SS info

SS info

Response

Query

State

Deficiency notification

Mobile abstracter

(VSB)

Medical records


Business Location ModelBusiness Location ModelNodes & LinksNodes & Links

• Nodes: Locations (Sites)Nodes: Locations (Sites)• Links: ChannelsLinks: Channels

• Also: Cargo (may be data, people, other)Also: Cargo (may be data, people, other)


Business Location ModelBusiness Location ModelTypical Kinds of LocationsTypical Kinds of Locations

• Whose location?Whose location?– Internal - controlled by youInternal - controlled by you– External - customer, vendor, partner, public…External - customer, vendor, partner, public…

• Nature of the location?Nature of the location?– Geographic areas - boundary-orientedGeographic areas - boundary-oriented

• State, territory, neighborhood, campus, … State, territory, neighborhood, campus, …

– Sites - point-orientedSites - point-oriented• Typically “addressable”Typically “addressable”• (see next page)(see next page)


Business Location ModelBusiness Location ModelTypical Kinds of SitesTypical Kinds of Sites

• Facility (place with a purpose)Facility (place with a purpose)– Office (corporate, regional, local), Store, Plant, Warehouse, Lab, Office (corporate, regional, local), Store, Plant, Warehouse, Lab,

School, Courthouse, Server room, Kitchen, etc.School, Courthouse, Server room, Kitchen, etc.

• BuildingBuilding• Land spot (construction site, test site, etc.)Land spot (construction site, test site, etc.)• Mobile siteMobile site

– VehicleVehicle– ParticipantParticipant

• ““Any connected site”Any connected site”• ““Any site” (connected or not) Any site” (connected or not)


Business Location ModelBusiness Location ModelTypical Kinds of ChannelsTypical Kinds of Channels

• DataData– Data “from” one location “to” another locationData “from” one location “to” another location

– (Note: this is less relevant when there is a web assumption)(Note: this is less relevant when there is a web assumption)

• ControlControl– Triggers: OK to begin an activityTriggers: OK to begin an activity

• MaterialMaterial– Signed or original documentsSigned or original documents

– Equipment and suppliesEquipment and supplies

• ParticipantsParticipants– Staff movementStaff movement

– Customer movementCustomer movement

– Etc.Etc.


Business Location ModelBusiness Location ModelDirect Cross-reference to Other ModelsDirect Cross-reference to Other Models

• Objects/data Objects/data (What)(What)– Where does data/material need to move between locations?Where does data/material need to move between locations?


• Parties/organizations/people Parties/organizations/people (Who)(Who)– Where do parties move between locations?Where do parties move between locations?

• Events/occurrences Events/occurrences (When)(When)– Where do triggers need to be communicated across locations?Where do triggers need to be communicated across locations?


Business Location ModelBusiness Location ModelExerciseExercise


• Part 1: List 3-5 key locations (sites)Part 1: List 3-5 key locations (sites)

• Part 2: Sketch a LCDPart 2: Sketch a LCD– Add a few channelsAdd a few channels


Business Socio-Political ModelBusiness Socio-Political ModelPurposePurpose

• To represent: To represent: Business “organizational” requirementsBusiness “organizational” requirementsE.g. What external organizations, social/political groups need to be E.g. What external organizations, social/political groups need to be

accommodated?accommodated?

E.g. What organization structure will best support our goals?E.g. What organization structure will best support our goals?

E.g. What roles are needed to conduct the business?E.g. What roles are needed to conduct the business?

• Typically, to provide the foundation for:Typically, to provide the foundation for:– Organization designs … organization structure & job positionsOrganization designs … organization structure & job positions– External interface requirements (in part)External interface requirements (in part)


Business Socio-Political ModelBusiness Socio-Political ModelSample Diagram – Party Affiliation DiagramSample Diagram – Party Affiliation Diagram


- Reviewers- House Nbrs


- Supervisor- Administrators

APPLICANT


Department ofPublic Works

(DPW)


Business Socio-Political ModelBusiness Socio-Political ModelSample Diagram – Party Affiliation DiagramSample Diagram – Party Affiliation Diagram

“Courts”V

ictim

Circuit Courtof Calvert County

“Police Agencies”

District Courtof Maryland

Victim

, Witness, S

uspect

Cal

ler

State’s Attorney’s Office(SOA)

State’s Attorney (elected)Deputy State’s Attorney

Calvert CountyDetention Center

(CCDC)

DC AdministratorSupervisor

Correctional Officer (CO)

Calvert CountySheriff’s Office

(CCSO)

Sheriff (elected)

MarylandState Police

(MSP)

Control Center (911)

Division ChiefCommunications Supervisor

Dispatch Supervisors (4)Call TakersDispatchers

Citizen(Caller, Victim, Witness, Suspect, Prisoner, Inmate, Defendant)

Inmate

Public Defenders

Office

Def

enda

nt


Business Socio-Political ModelBusiness Socio-Political ModelSample Diagram – Org ChartSample Diagram – Org Chart

Coordination

CustomerServices

ChiefAdminSupport

Assistant

Technical Writer

(for Customer Services)

CustomerServicesSenior IT Project

Manager

CSCsTeam Lead

S

Media Engineer

MeetingManagementTechnologyTeam Lead

Video-Conferencing

Lead

Service DeskLead

CSCLead

CSCHW/SWEngineer

CSCSW Engineer –

Special Applications

CSCHW/SW

Technician

HardwarePoolLead

Technician

Hardware Pool

Technician

Application Administrator

Remote/Field Staff Support (Dom. & Intl.) Team Lead

347

416 346

428

362363

348

444456 455

454350352

349

354

457364


Business Socio-Political ModelBusiness Socio-Political ModelNodes & LinksNodes & Links

““Party-Affiliation Diagram”Party-Affiliation Diagram”• Nodes: PartiesNodes: Parties• Links: AffiliationsLinks: Affiliations

– Provider – End CustomerProvider – End Customer– Provider – Other CustomerProvider – Other Customer– Org Parent – Org ChildOrg Parent – Org Child– CollaborationCollaboration– OtherOther

• Also: Roles – Also: Roles – normal or customary activities expected to be normal or customary activities expected to be performed by someoneperformed by someone..


Business Socio-Political ModelBusiness Socio-Political ModelNodes & LinksNodes & Links

““Org Chart”Org Chart”• Nodes: Org UnitsNodes: Org Units• Links: AffiliationsLinks: Affiliations

– Org Parent – Org ChildOrg Parent – Org Child– Provider – Internal Customer (maybe)Provider – Internal Customer (maybe)– Collaboration (maybe)Collaboration (maybe)

• Also: Positions – “Also: Positions – “designed” roles, usually with accountabilities, designed” roles, usually with accountabilities, pay grades, etc.pay grades, etc.


Business Socio-Political ModelBusiness Socio-Political ModelTypical Kinds of PartiesTypical Kinds of Parties

• Your organizationYour organization– Multiple “legal entities”?Multiple “legal entities”?– Org unitsOrg units– Roles, positions, and perhaps specific individualsRoles, positions, and perhaps specific individuals

• Some others are very clearSome others are very clear– CorporationsCorporations– Governmental agenciesGovernmental agencies– Non-profit organizationsNon-profit organizations

• Some are less clearSome are less clear– NeighborhoodsNeighborhoods– PopulationsPopulations

• Potential electric car driversPotential electric car drivers• Hemorrhoid sufferersHemorrhoid sufferers• Etc.Etc.


Business Socio-Political ModelBusiness Socio-Political ModelTypical Kinds of RolesTypical Kinds of Roles

• PerformingPerforming– Coordinator, FacilitatorCoordinator, Facilitator– Architect, Engineer, Architect, Engineer,

TechnicianTechnician– Specialist, AnalystSpecialist, Analyst– Administrator, Clerk, Administrator, Clerk,

SupportSupport– Technical writerTechnical writer– Etc.Etc.

• LeadershipLeadership– Team leadTeam lead– Project managerProject manager– Etc.Etc.

• ManagementManagement– ExecutiveExecutive– ManagerManager– Etc.Etc.


Business Socio-Political ModelBusiness Socio-Political ModelTypical Kinds of AffiliationsTypical Kinds of Affiliations

• CustomerCustomer (Provider – End Customer) (Provider – End Customer)– Current customer, potential customer, etc.Current customer, potential customer, etc.

• VendorVendor (Provider – End Customer) (Provider – End Customer)– Current vendor, preferred vendor, potential vendor, etc.Current vendor, preferred vendor, potential vendor, etc.

• Provider – Other CustomerProvider – Other Customer– Internal vendor or customerInternal vendor or customer– Intermediate vendor or customerIntermediate vendor or customer

• Org Parent – Org ChildOrg Parent – Org Child– Parent company & subsidiaryParent company & subsidiary– Org unitsOrg units

• Direct (work & admin, accountability)Direct (work & admin, accountability)• Indirect (functional accountability) – “dotted line”Indirect (functional accountability) – “dotted line”

• PartnerPartner (Collaboration) (Collaboration)– Legal partnershipsLegal partnerships– Working relationships (formal or informal)Working relationships (formal or informal)

• CompetitorCompetitor• SubstitutionSubstitution


Business Socio-Political ModelBusiness Socio-Political ModelDirect Cross-reference to Other ModelsDirect Cross-reference to Other Models

• Objects/data Objects/data (What)(What)– (typically not in this model)(typically not in this model)



• Events/occurrences Events/occurrences (When)(When)– (typically not in this model)(typically not in this model)


Business Socio-Political ModelBusiness Socio-Political ModelExerciseExercise


• Part 1: List 3-5 key partiesPart 1: List 3-5 key parties

• Part 2: Sketch a PADPart 2: Sketch a PAD– Add a few affiliationsAdd a few affiliations

Permit Administrator Reviewer

Role Description

General DescriptionClerical staff who administer the permitting records

Technically skilled in areas of review, including environmental impact and zoning regulations.

Population

Size 5 10

Literacy - Subject Area Low High

Literacy - Technical Low Medium

Cultural ConsiderationsNot averse to change, but need clear guidelines on procedures to follow.

Have deep appreciation for their area, but not much appreciation for other factors.

System Usage

Stand to GainAutomation of tedious functionsBetter access to information

Better access to informationStandardized information

Stand to LoseControl of some functionsMachine making decisions they distrust

Must go thru learning curve

Business Socio-Political ModelBusiness Socio-Political ModelRole Profile MatrixRole Profile Matrix


Cross-model ConsiderationsCross-model Considerations• Each model focuses on one aspect of the same thing Each model focuses on one aspect of the same thing

(the business)(the business)• To be “complete” each model would need to be fully To be “complete” each model would need to be fully

cross referenced to each of the other aspects. In cross referenced to each of the other aspects. In most projects, this is not practical.most projects, this is not practical.

BusinessProcess Model

Business Event Model

BusinessSocio-Political Model

BusinessObject/Data

ModelBusiness

Location Model


Cross-model ConsiderationsCross-model Considerations

• Options:Options:– Do cross-referencing in the base modelsDo cross-referencing in the base models

• In some cases, it is an integral part of the base modelIn some cases, it is an integral part of the base model• In some cases, it can be diagram annotation or text In some cases, it can be diagram annotation or text

informationinformation

– Create cross-reference matricesCreate cross-reference matrices• Can be formal and complete, i.e. a specificationCan be formal and complete, i.e. a specification• Can be a sketch, i.e. a rough overviewCan be a sketch, i.e. a rough overview

• Do whatever your needs dictate and your time Do whatever your needs dictate and your time allowsallows


An All-Model ExerciseAn All-Model ExerciseObject (Data), Process, Event, Location, Socio-PoliticalObject (Data), Process, Event, Location, Socio-Political

Which model(s) should describe each of these facts:Which model(s) should describe each of these facts:1.1. We need to know which people completed which activities.We need to know which people completed which activities.2.2. We get an order, check inventory, pack it and ship it.We get an order, check inventory, pack it and ship it.3.3. All customer inquiries are handled by a customer relationship All customer inquiries are handled by a customer relationship

representative.representative.4.4. The sales department has three divisions.The sales department has three divisions.5.5. The sales center has four sales rooms.The sales center has four sales rooms.6.6. When prosecution drops a case, we consider it “closed”.When prosecution drops a case, we consider it “closed”.7.7. When the prosecution drops a case, we need to notify all the parties When the prosecution drops a case, we need to notify all the parties

and cancel any scheduled hearings.and cancel any scheduled hearings.8.8. Each car has a make, model, and vehicle identification number.Each car has a make, model, and vehicle identification number.


A Case StudyA Case Study

Calvert County, MarylandCalvert County, Maryland

Development Permit ProjectDevelopment Permit Project

19981998

We will look at:We will look at:• Project backgroundProject background• Each type of model – and key observationsEach type of model – and key observations• Some themes that emergedSome themes that emerged


Project BackgroundProject Background

• Calvert County, MarylandCalvert County, Maryland– Small, historically rural countySmall, historically rural county– Now being hit by sprawl from Washington, DC and Now being hit by sprawl from Washington, DC and

experiencing fast growthexperiencing fast growth

• The problem:The problem:– When a someone applies for a building permit, it When a someone applies for a building permit, it

takes forever.takes forever.– Can be for a new house, a new shopping center, Can be for a new house, a new shopping center,

or adding a deck to an existing house.or adding a deck to an existing house.– Applicants (citizens and developers) are Applicants (citizens and developers) are

complaining to the County Commissioners.complaining to the County Commissioners.



• The perceived solution: The perceived solution: – Need a new computer system and better data. Need a new computer system and better data.

The current system is terrible.The current system is terrible.

• The project: The project: – ““Calvert County Development Permit Project”Calvert County Development Permit Project”

• The sponsor: The sponsor: – The IT group (not much experience with projects)The IT group (not much experience with projects)



• Why look at this project?Why look at this project?– It’s not too complex for a short presentationIt’s not too complex for a short presentation– A lot of “typical” things emergedA lot of “typical” things emerged– It touches most of the modelsIt touches most of the models– It is not confidential informationIt is not confidential information

• Limitations:Limitations:– Like most projects – there wasn’t time & resources to do Like most projects – there wasn’t time & resources to do

everything perfect and completeeverything perfect and complete– Some of the models have been simplified for this Some of the models have been simplified for this

presentation - to make them easier to understand quicklypresentation - to make them easier to understand quickly



• In initial conversations, these things emerged:In initial conversations, these things emerged:– A long, Byzantine review pipeline existsA long, Byzantine review pipeline exists– The current computer system does little other than The current computer system does little other than

log in applications at the beginning and print a log in applications at the beginning and print a permit at the end. permit at the end.

– Everything is paper documents passed along in a Everything is paper documents passed along in a paper file folderpaper file folder

– It is almost impossible to find out the status of a It is almost impossible to find out the status of a pending application (where in the pipeline?)pending application (where in the pipeline?)

– Applicants are told “Bring your checkbook and a Applicants are told “Bring your checkbook and a comfortable pair of walking shoes”comfortable pair of walking shoes”


Project DefinitionProject Definition

• Project IntentionsProject Intentions::– Have the process go fasterHave the process go faster– Improve customer service (reduce frustration, etc.)Improve customer service (reduce frustration, etc.)– Improve predictability/rationality of the processImprove predictability/rationality of the process– Reduce mistakesReduce mistakes

• Project Values:Project Values:– Lasting product – don’t want to see an interim productLasting product – don’t want to see an interim product

• Project Scope:Project Scope:Development application/permit managementDevelopment application/permit management– From: From: First applicant activity First applicant activity – To: To: Permit issued or deniedPermit issued or denied

• Project ContextProject Context::– Direction:Direction: Will purchase a COTS system with integrated data Will purchase a COTS system with integrated data

across departmentsacross departments– Constraint:Constraint: Can’t create any new job positions Can’t create any new job positions– Freedom:Freedom: We can suggest different ways of doing business We can suggest different ways of doing business

Business Object (Data) Model Business Object (Data) Model (partial)(partial)

PERSON ORGANIZATION

PROPERTY

DOCUMENT

desireschange to

<A

PP

LIC

AN

T>

owns

<O

WN

ER

>

pays fee for

posts bond for

designs results fromSTRUCTURE DISTRICT

sits on is located in

performs review for

conducts

performs inspection for

conducts

LOCATION

exists at

exists at

exists at

Calvert County

Development Permit ProjectBusiness Object Model (Proposed)

Entity Relationship Diagram02/98

BOM-ERD Dev Permit (proposed).vsd

acts upon


PARTY

REVIEW

INSPECTION

{house,store,barn,dock,etc.}

{school, election, zoning,

etc.}

{site plan,road plan,

etc.}

Legend

Entity

Relationship


Business Object (Data) ModelBusiness Object (Data) Model

• Problem: Historical confusion over types of Problem: Historical confusion over types of land locationsland locations– Blocks, sections, parcels, subdivisions, lots, etc.Blocks, sections, parcels, subdivisions, lots, etc.

• Solution:Solution:– Terms were definedTerms were defined– The ERD helped show the similarities and The ERD helped show the similarities and

differencesdifferences

Business Process Model Business Process Model (current)(current)

$ Deposit

ReceiveApplication

IssuePermit

Appl Info +Appl Fee Payment

Permit Fee Payment

Permit

EngReview

SCDReview

EHReview

W&SReview

I&PBuildingCodesReview

ArchReview

OSFMReview

HistoricDistrictReview

P&ZZoningReview

P&ZHouse Nbrs

Review

TREASURERSOFFICE

EH Info

AGENT

Calvert County

Development Permit ProjectFraming Process Model (current)

Data Flow Diagram02/98

BPM-DFD Framing (current).vsd

Appl InfoAppl Info

Appl InfoAppl Info

Appl InfoAppl Info

Appl InfoAppl Info

$ Deposit

$ Deposit


W&S Info

Appl Info +EH info +W&S info

Appl Info

$ Deposit

Fee Payment


Business Process ModelBusiness Process Model

• Problem: Even small applications were taking foreverProblem: Even small applications were taking forever– Why? FIFO was the policyWhy? FIFO was the policy– Fact: Not all applications require the same level of reviewFact: Not all applications require the same level of review– So, a deck permit might wait 2 months until a subdivision So, a deck permit might wait 2 months until a subdivision

permit was processedpermit was processed

• SolutionSolution– Set up categories of review needed and established an initial Set up categories of review needed and established an initial

triage processtriage process• Simple applications – evaluated immediatelySimple applications – evaluated immediately• Routine applications – eligible for “scheduled time” process Routine applications – eligible for “scheduled time” process

(where, once a week, reviewers are all in the same place at the (where, once a week, reviewers are all in the same place at the same time)same time)

• Complex applications – must follow standard process, where Complex applications – must follow standard process, where reviewers each work at their own pacereviewers each work at their own pace

Business Process Model Business Process Model (proposed)(proposed)

CoordinatorDecisionProcess Approval

ReceiveApplication

IssuePermit

Application

StandardProcess

"Routine"Application

"Simple" Application

Approval

Permit

Approval

Scheduled Time

Process

"Complex" Application

(Coordinator)

(Coordinator)

(Reviewers – same time & place)

(Reviewers)

(Coordinator)

Calvert County

Development Permit ProjectFraming Process Model (proposed)

Data Flow Diagram02/98

BPM-DFD Framing (proposed).vsd

AGENT


Business Process ModelBusiness Process Model

• Problem: It was a long serial processProblem: It was a long serial process– Years ago there were only a couple of reviewsYears ago there were only a couple of reviews– Additional reviews were added one at a time. Additional reviews were added one at a time.

Made sense to pass along the folder.Made sense to pass along the folder.– Eventually a reasonable process became insaneEventually a reasonable process became insane

• Solution:Solution:– BPM showed only one real dependencyBPM showed only one real dependency– Restructured to have a concurrent review processRestructured to have a concurrent review process

Business Process Model Business Process Model (proposed)(proposed)

$ Deposit

ReceiveApplication

IssuePermit


Appl Info

$ Deposit

Permit Fee PaymentPermit

Permit Info +Permit Fees Due

EngReview

SCDReview

EHReview

W&SReview

I&PBuildingCodesReview

ArchReview

OSFMReview

HistoricDistrictReview

P&ZZoningReview

P&ZHouse Nbrs

Review

(Concurrent processing)

TREASURERSOFFICE

Appl Info +EH info

AGENT

Calvert County

Development Permit ProjectFraming Process Model (proposed)

“Standard Process”Data Flow Diagram

03/98BPM-DFD Framing Standard Process (proposed).vsd

Business Event ModelBusiness Event ModelINITIALLY

SUBMITTED TO I&P

DEV APPL

Agent Submits a Package.

(FromAnywhere)

SUBMITTED TO P&Z

DEV APPL

P&ZAPPROVEDDEV APPL

PackageTransferred

to P&Z

P&Z ApprovalPackage

Transferred to House Numbers

HOUSE NUMBERASSIGNEDDEV APPL

SUBMITTED TO HOUSE NUMBERS

DEV APPL

House NumberAssigned/Verified

SUBMITTED TO ENG

DEV APPL

ENGAPPROVEDDEV APPL

Eng.Approval

SUBMITTED TO I&P

DEV APPL

Package.Transferred

to I&P

PackageTransferred

to SCD

SUBMITTED TO SCD

DEV APPL

SCDAPPROVEDDEV APPL

SCD Approval

PENDING PAYMENTDEV APPL

PackageTransferred

to I&P

PackageTransferred

to Eng.

PAID FORDEV APPL

Fes Paid

ISSUEDDEV PERMIT

Bldg. Appl. Signed(effective date)

2 yearsPass

(rarely)

EXPIREDDEV PERMIT

DEADDEV APPL

Critical problem

· Assign/Verify House Number


· Review for Zoning Compliance

· Review for Access and SWM

· Review for Erosion and Sediment Compliance

· Notify applicant

· Receive payment

· Issue dev permit

· Forward package to House Numbers

· Forward package to Engineering

· Forward package to I&P

· Forward package to SCD

· Forward package to I&P

· Notify applicant


Business Event ModelBusiness Event Model

• Problem: It was almost impossible to tell an Problem: It was almost impossible to tell an applicant the status of their pending applicant the status of their pending application. application.

• SolutionSolution– A decision was made to identify and explicitly track A decision was made to identify and explicitly track

each relevant status – at a finer degree of each relevant status – at a finer degree of granularity.granularity.



• Problem: Some of the activities that were Problem: Some of the activities that were needed didn’t get triggered until a long time needed didn’t get triggered until a long time after the initial activities.after the initial activities.

• SolutionSolution– By making the reviews parallel rather than By making the reviews parallel rather than

sequential, many activities could be triggered sequential, many activities could be triggered earlier in the process (see “under review”)earlier in the process (see “under review”)

– The time of the overall process was reduced The time of the overall process was reduced substantially.substantially.


INITIALLYSUBMITTEDDEV APPL

Agent submits a package.

UNDER REVIEWDEV APPL

Final review completed(no problems)

PENDING PAYMENTDEV APPL

Fees paid

ISSUEDDEV PERMIT

2 years pass

EXPIREDDEV PERMIT

DEADDEV APPL

Bldg. Appl.open for review

“Simple” application and Coordinator rejection

“Simple” Application and Coordinator approval

Critical problem orFinal review completed

(with problems)

· Review for completeness· Determine if “simple” or “standard” application· If “simple” application, review application and make decision· If ‘standard” application, set as open for review

· Review for Zoning Compliance· Assign/Verify House Number· Review for Access and SWM· Review for Erosion and Sediment

Compliance

· Notify applicant· Receive payment

· Issue dev permit

· Notify applicant

Business Socio-Political Model Business Socio-Political Model (current)(current)

Calvert County

Development Permit ProjectSocio-Political Model (current)

Party-Affiliation Diagram02/98

BSM-PAD Full Scope (current).vsd



- Reviewers- House NbrsDepartment of

Public Works(DPW)

Engineering- Reviewers


- Permit Supervisor- Permit Administrators

Project Management- Inspectors

Water & Sewer(W&S)

Administration & Finance

Soil Conservation District

Historic Districts, Architectural

Review Committee

Maryland State Government

Department of Health(MDH)

State Highway Administration

(SHA)

Office of the State Fire Marshall(OSFM)

Chesapeake Beach

North Beach

Southern Maryland

Electrical Co-op(SMECO)

Baltimore Gas & Electric(BG&E)

Jones Cable

(Private water companies)

(Private communities, Home owners association)

(Engineering companies, Designers)

(Construction companies, Contractors)

(Bonding Institutions)

(Lawyers)

Environmental Health(EH)

- Sanitarians

(Applicants, Property Owners, Agents)

(Licensed Plumbers,

Electricians, Residential Contractors)

(Appointed Commtttees/Councils/Boards)

(Municipalities)

(Utilities)

Board of Appeals

Public Safety

Legend

Affiliation Types: Provider - End Customer.

Provider - Other Customer.Org Parent - Org Child.

Collaboration.

Roles:- In Italics within boxes


Business Socio-Political ModelBusiness Socio-Political Model

• Problem:Problem:– The poor applicant had to deal with up to 17 The poor applicant had to deal with up to 17

different providersdifferent providers

• Solution:Solution:– The role of “Permit Coordinator” was createdThe role of “Permit Coordinator” was created– The applicant only deals with the coordinator (at The applicant only deals with the coordinator (at

least for government contacts)least for government contacts)– The coordinator deals with the other government The coordinator deals with the other government

providersproviders– Note: there was a constraint in the project definition that no Note: there was a constraint in the project definition that no

new job positions could be created. The models made it new job positions could be created. The models made it clear that this was the best option and not just more excess.clear that this was the best option and not just more excess.

Business Socio-Political Model Business Socio-Political Model (proposed)(proposed)

Calvert County

Development Permit ProjectSocio-Political Model (proposed)

Party-Affiliation Diagram02/98

BSM-PAD Full Scope (proposed).vsd



- Reviewers- House NbrsDepartment of

Public Works(DPW)

Engineering- Reviewers Inspections & Permits

(I&P)- Permit Supervisor

- Permit Administrators- Permit Coordinator

Project Management- Inspectors

Water & Sewer(W&S)

Administration & Finance

Soil Conservation District

Historic Districts, Architectural

Review Committee

Maryland State Government

Department of Health(MDH)

State Highway Administration

(SHA)

Office of the State Fire Marshall(OSFM)

Chesapeake Beach

North Beach

Southern Maryland

Electrical Co-op(SMECO)

Baltimore Gas & Electric(BG&E)

Jones Cable

(Private water companies)

(Private communities, Home owners association)

(Engineering companies, Designers)

(Construction companies, Contractors)

(Bonding Institutions)

(Lawyers)

Environmental Health(EH)

- Sanitatians

(Applicants, Property Owners, Agents)

(Licensed Plumbers,

Electricians, Residential

Contractors)

(Appointed Commtttees/Councils/Boards)

(Municipalities)

(Utilities)

Board of Appeals

Public Safety

Legend

Affiliation Types: Provider - End Customer.

Provider - Other Customer.Org Parent - Org Child.

Collaboration.

Roles:- In Italics within boxes

Role Profile Matrix Role Profile Matrix (page 1/2)(page 1/2)

Permit Coordinator Permit Administrator Permit Supervisor Reviewer

Role Description

General DescriptionWell-versed on all of the aspects of the building permit process.

Clerical staff who administer the permitting records

Responsible for the entire permitting process.

Technically skilled in areas of review, including environmental impact and zoning regulations.

Explicit Authorities

Able to classify applications and make quick approval decisions on simple permits.

(none)Can overrule anyone in the process.

Can deny a permit due to problems within their area of review.

Other ResponsibilitiesSingle point of contact for Applicants.

Look up all historical permit information. Record and preserve all new permit information.

Reporting to various agencies.

(none)

Credentials

Ideally an experienced P&Z Reviewer or Engineering Reviewer. Must have excellent people skills.

(none) (none)Educational credentials in field of review.

Population

Size 1 5 1 10

Literacy - Subject Area Medium-high Low Medium High

Literacy - Technical Medium Low Low Medium

Cultural Considerations Not averse to change, but need clear guidelines on procedures to follow.

Current supervisor is not keen on using technology. Prefers old paper-based system. Will be retiring within 2 years.

Have deep appreciation for their area, but not much appreciation for other factors.

Language(s) Assumed English English English English

Tenure in Role Brand new 10 + years, on average 25 years 5 years, on average

Work Period TBD M-F, 8:30 - 5:00 M-F, 8:30 - 5:00 M-F, 8:30 - 5:00

Salary Grade TBD low medium medium

Role Profile Matrix Role Profile Matrix (page 2/2)(page 2/2) Permit Coordinator Permit Administrator Permit Supervisor Reviewer

Special Accommodation Needs

Vision - color blindness No No No No

Vision impairment No No No No

Hearing impairment No No No No

Speech Impairment No No No No

Mobility impairment No No No No

Dexterity impairment No No No No

System Usage

Type of Use

NavigationInquiry (checking, verifying)Data entryUpdatesApprovalsReportsReports (ad-hoc)

NavigationInquiry (checking, verifying)Data entryReports

NavigationInquiry (checking, verifying)ApprovalsReportsReports (ad-hoc)

NavigationInquiry (checking, verifying)Data entryUpdatesApprovalsReportsReports (ad-hoc)

Frequency of Use Constantly Daily Daily Daily

Stand to Gain

Automation of tedious functionsBetter access to informationBetter toolsStandardized informationIncreased efficiencyJob security

Automation of tedious functionsBetter access to informationBetter toolsStandardized informationIncreased efficiencyAudit trails

Better access to informationTighter monetary controlStandardized informationAudit trails

Better access to informationBetter toolsStandardized informationIncreased efficiency

Stand to Lose Must go thru learning curve

Control of some functionsFlexibilityMust go thru learning curveExpertiseJobMachine making decisions they distrust

Control of some functionsFlexibilityMust go thru learning curveExpertiseMachine making decisions they distrust

Must go thru learning curve

Any SystemPerformance Requirements?

Need fast performance if applicant is there waiting for information.

Ease of doing repetitive tasks.

(none) In-field support

Business Location Model Business Location Model (current)(current)

Environmental Health Office

Finance Office

Tax OfficePlanning &

Zoning Office

Engineering Office


Project Management

Office

Soil Conservation District Office

Calvert County CourthouseCounty Services Plaza Building

Road: Applicant

Phone: inquiries

Phone: inquiries

Phone: inquiries

Phone: inquiries

Phone

Road: Applicant

Sidewalk: Applicant

Road or Sidewalk: Applicant

Mail: Permit


Road: Reviewers

Road: ReviewersRoad: Inspectors



Walk: Inspectors


Fax: Impact Fee Info


Applicant Site

Development Site

Kaine Building


Sidewalk: Applicant

Legend


Control Channel.Participant Channel.

Calvert County

Development Permit ProjectLocation Model (current)Location-Channel Diagram

02/98BLM-LCD Dev Permit (current).vsd

Road or Sidewalk: Applicant


Business Location ModelBusiness Location Model

• Problem: Applicant had to go to many locationsProblem: Applicant had to go to many locations– To fill out applications & pay feesTo fill out applications & pay fees– Sometimes, as own courierSometimes, as own courier– Over time, government got larger and spread to different Over time, government got larger and spread to different

locationslocations

• Solution:Solution:– Added a new location “Building Permit Office”. All basic Added a new location “Building Permit Office”. All basic

customer contact activities (including applications and customer contact activities (including applications and payments) were consolidated in the Permit Coordinator role payments) were consolidated in the Permit Coordinator role and placed in a single location. and placed in a single location.

– By improving the process, the applicants won’t have to By improving the process, the applicants won’t have to transport their application folder.transport their application folder.


Business Location ModelBusiness Location Model

• Problem: Application folder has to go to many Problem: Application folder has to go to many locationslocations– Forces serial processForces serial process– Often a time lag in transitOften a time lag in transit– Makes prior work vulnerable (loss, etc.)Makes prior work vulnerable (loss, etc.)

• Solution:Solution:– The channel was changed from material to data The channel was changed from material to data

(information still went to all locations, but not (information still went to all locations, but not material)material)

Business Location Model Business Location Model (proposed)(proposed)

Environmental Health Office

Finance Office

Tax Office

Planning & Zoning Office

Engineering Office


Project Management

Office

Soil Conservation District Office

Calvert County CourthouseCounty Services Plaza Building

Road: Applicant

Phone & email: inquiries

Mail: Permit

Road: Reviewers

Road: Reviewers

Road: Inspectors

Database: Impact Fee Info

Calvert County

Development Permit ProjectLocation Model (proposed)Location-Channel Diagram

02/98BLM-LCD Dev Permit (proposed).vsd

Applicant Site

Development Site

Kaine Building

Building Permit Office

Phone & email: inquiriesDatabase: application info



Phone & email: inquiriesDatabase: application info Phone & email: inquiries

Database: application info

Courier: Payments


Legend


Control Channel.Participant Channel.


Some ThemesSome Themes

• Not all things can be easily seen on a single model.Not all things can be easily seen on a single model.• Each kind of model illustrates certain problemsEach kind of model illustrates certain problems

– By allowing discovery (by SMEs – even they were surprised)By allowing discovery (by SMEs – even they were surprised)– By allowing communication (to each other & to By allowing communication (to each other & to

commissioners)commissioners)• Each kind of model illustrates certain solutionsEach kind of model illustrates certain solutions

– By allowing assessmentBy allowing assessment• Where the problems existWhere the problems exist• The nature of the problemsThe nature of the problems• What solutions are feasibleWhat solutions are feasible

– By allowing specificationBy allowing specification– By allowing communicationBy allowing communication

• To commissioners (management) – for approvalTo commissioners (management) – for approval• To vendors – in RFPTo vendors – in RFP

• Models allow you to do this Models allow you to do this fastfast


Some ThemesSome Themes

• Each business need is like a puzzleEach business need is like a puzzle– Puzzles have keys.Puzzles have keys.– Some puzzles have more than one key. But most often one is the Some puzzles have more than one key. But most often one is the

most elegant.most elegant.– Each type of model may be the key to the puzzle.Each type of model may be the key to the puzzle.– Sometimes you have an idea going in about which one is the key. Sometimes you have an idea going in about which one is the key.

However you may be wrong!However you may be wrong!– If you do each kind, at least to some degree, you have a better chance If you do each kind, at least to some degree, you have a better chance

of uncovering the real key.of uncovering the real key.

• We would like the most elegant solutionWe would like the most elegant solution– Solves the real problemSolves the real problem– Makes it crystal clearMakes it crystal clear– Has a common sense appealHas a common sense appeal– Hard to argue withHard to argue with– EconomicalEconomical– Solves incidental problems as wellSolves incidental problems as well


WrapWrap

We will discuss:We will discuss:– Review our goalReview our goal– How to follow upHow to follow up



IntentionsIntentions• Understand how transformation projects offer Understand how transformation projects offer

business analysts an opportunity to provide a highly business analysts an opportunity to provide a highly valuable, leadership role.valuable, leadership role.

• Understand how a full spectrum of models fit Understand how a full spectrum of models fit togethertogether

• Pick up some tips that might be useful on your Pick up some tips that might be useful on your projectsprojects

• Remembering: There are Remembering: There are LOTSLOTS of ways to approach of ways to approach this work.this work.



Just one general suggestion about your Just one general suggestion about your approach:approach:

Know your Know your business modeling goalsbusiness modeling goals– Communication among business peopleCommunication among business people– Able to pass requirements into designAble to pass requirements into design– Etc.Etc.

… … and remember them when you develop your and remember them when you develop your business modeling approachbusiness modeling approach


How to Follow UpHow to Follow Up

• On your upcoming projectsOn your upcoming projects– Put something new into your project planPut something new into your project plan– Even if not part of your plan – sketch all model types, to Even if not part of your plan – sketch all model types, to

begin to develop skills and to test whether it is helpful or notbegin to develop skills and to test whether it is helpful or not

• Your individual studyYour individual study– Practice in your everyday lifePractice in your everyday life– As you go about, observe your surroundings and think about As you go about, observe your surroundings and think about

what would go into various models. What are entities? what would go into various models. What are entities? processes? locations? events? parties, roles?, Etc.processes? locations? events? parties, roles?, Etc.

– Occasionally – sketch diagrams of things that interest youOccasionally – sketch diagrams of things that interest you

• ReadingReading


Business Model TextBusiness Model TextTemplatesTemplates

• For a set of simple model text templates for the For a set of simple model text templates for the types of models discussed in this presentation, types of models discussed in this presentation, visit:visit:– www.advancedstrategies.comwww.advancedstrategies.com … Resources, Tools … Resources, Tools

and Techniquesand Techniques


Visio StencilsVisio Stencils

• For a set of Visio stencils that support the For a set of Visio stencils that support the notation used in this presentation, visit:notation used in this presentation, visit:– www.advancedstrategies.comwww.advancedstrategies.com … Resources, Tools … Resources, Tools

and Techniquesand Techniques


Good Luck!

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