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

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

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

Richard BrantonAdvanced Strategies, Inc.Atlanta, GA & St. Paul, [email protected] www.advancedstrategies.com


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The Analyst/DesignerThe Analyst/Designer’’s Jobs 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 softPosition description for Senior Analyst/Designer at a major software ware company.company.

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Table of ContentsTable of Contents

•• Some Background Some Background •• Foundation ConceptsFoundation Concepts•• Types of Business ModelsTypes of Business Models

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

•• A Case StudyA Case Study•• Wrap UpWrap Up


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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

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A Peek AheadA Peek Ahead


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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

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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, backtechnical, back--office function to a highly valuable leadership 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.


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Why Are We Here?Why Are We Here?

WORKSHOP WORKSHOP ““DEFINITIONDEFINITION””•• 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

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How this Material EvolvedHow this Material Evolved

1.1. WeWe’’ve been doing this every day for many yearsve been doing this every day for many years2.2. 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 promising4.4. We keep what works and abandon what doesnWe keep what works and abandon what doesn’’tt

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


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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 us2.2. 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 in your current modeling environment –– not to not to promote a whole new way of doing things.promote a whole new way of doing things.

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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, Not: SDLC, JAD sessions, Agile development, …… etc.etc.

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

sessionsession•• Modeling ToolsModeling Tools

–– Not: ERwin vs. Rational Rose vs. Visio Not: ERwin vs. Rational Rose vs. Visio …… etc.etc.•• Model PresentationModel Presentation

–– Not: How much to put on one page, Not: How much to put on one page, …… etcetc..


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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

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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


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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 wellcan be seen in a well--integrated context of a 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.–– II’’ll point out where things are different, but we ll point out where things are different, but we

wonwon’’t dwell on it.t dwell on it.

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

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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 (asbusiness facts (as--is)is)

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

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

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ModelsModelsPurposePurpose

•• To clearly To clearly document factsdocument facts•• To facilitate To facilitate better communicationbetter communication

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

•• To lead to a later To lead to a later actualization of a solutionactualization 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


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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–– 33--D depictionsD depictions–– PrototypesPrototypes–– NarrativeNarrative–– Etc.Etc.

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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


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•• 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.

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•• 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


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ModelsModels

Types of ModelsTypes of Models•• By stageBy stage

–– Current state: Current state: ““as isas is””, , ““as builtas built””, , ““oldold””, , ……–– Future state: Future state: ““to beto be””, , ““proposedproposed””, , ““newnew””, , ……

•• By NatureBy Nature–– Essential (Fundamental nature)Essential (Fundamental nature)–– Logical (Policy)Logical (Policy)–– Physical (Mechanization)Physical (Mechanization)

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

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Business ModelsBusiness ModelsPurposePurpose

•• To understand & document To understand & document businessbusiness factsfacts•• To facilitate better To facilitate better businessbusiness communicationcommunication

–– 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 businessbusinesssolutionsolution–– 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.


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5 Aspects of Business5 Aspects of Business

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5 Kinds of Business Models5 Kinds of Business Models


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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 itwhat to allow to work out on it’’s own.s own.

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


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5+ Diagram Types5+ Diagram Types

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

MotivationMotivation•• The The ““WhyWhy”” part of the equationpart of the equation•• The basic motivation chain:The basic motivation chain:

–– Business intentions are stated in plans (strategic, operational,Business intentions are stated in plans (strategic, operational,tactical)tactical)

–– Projects are initiated to meet business intentionsProjects are initiated to meet business intentions–– Business models support project intentionsBusiness models support project intentions

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

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

specification for business requirements in all threadsspecification for business requirements in all threads


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MotivationMotivation

Hopefully you have:Hopefully you have:

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Enabling MediaEnabling Media

Enabling Media Enabling Media ““effectseffects”” the business the business functionality. functionality.

It includes:It includes:•• TechnologyTechnology•• Physical FacilitiesPhysical Facilities•• Materials in the world (e.g. actual Materials in the world (e.g. actual

inventory)inventory)•• Sometimes Sometimes -- PeoplePeople


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The Whole PictureThe Whole Picture

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ProjectsProjects

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

•• The project may be stated as an The project may be stated as an ““IT projectIT project”” or or as a as a ““Business projectBusiness 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.)


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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 projectData warehouse project””–– ““Process improvement projectProcess improvement project””–– ““Technology update projectTechnology update project””–– ““ERP projectERP project””–– ““Org redesign projectOrg redesign project””–– Etc.Etc.

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ProjectsProjects

In the pastIn the past•• Projects addressed one area and didnProjects addressed one area and didn’’t impact the 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 Shuffle around the employees in a reorgreorg (organization)(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


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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 SocioBusiness Socio--Political (Organization) ModelsPolitical (Organization) Models

And:And:–– Some crossSome cross--model considerationsmodel considerations

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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•• CrossCross--reference to other modelsreference to other models•• ExerciseExercise•• Business improvement opportunitiesBusiness improvement opportunities


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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 E.g. What is a ““productproduct””??E.g. What is an E.g. What is an ““orderorder””??

–– 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 store designs …… data storesdata stores

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Business Object (Data) ModelBusiness Object (Data) ModelSample Diagram Sample Diagram –– Entity Relationship DiagramEntity Relationship Diagram


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

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

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

•• Also: AttributesAlso: Attributes


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Business Process ModelBusiness Process ModelPurpose Purpose

•• 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 Application procedural designs …… codecode–– Manual procedure designs Manual procedure designs …… procedure guidesprocedure guides

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Business Process Model Business Process Model Sample diagramsSample diagrams


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

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

Also:Also:–– InterfacesInterfaces–– Control (usually limited to triggers and other nonControl (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)


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Business Process ModelBusiness Process ModelDirect CrossDirect Cross--reference to Other Modelsreference 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)


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Business Event ModelBusiness Event ModelPurposePurpose

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

to?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 Application trigger designs …… menus, icons, automenus, icons, auto--execute, execute,

etc.etc.–– Manual procedure trigger designs Manual procedure trigger designs …… operating proceduresoperating procedures–– Status tracking and reportingStatus tracking and reporting

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Business Event ModelBusiness Event ModelSample Diagram Sample Diagram –– State Transition DiagramState Transition Diagram


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Business Event ModelBusiness Event ModelSample Diagram Sample Diagram –– State Transition DiagramState Transition Diagram

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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


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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 Facility designs …… facilitiesfacilities–– Network designs Network designs …… communication networks & communication networks &

transportation networkstransportation networks

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Business Location ModelBusiness Location ModelSample Diagram Sample Diagram –– Site Channel DiagramSite Channel Diagram


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Business Location Model Business Location Model Sample DiagramSample Diagram

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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)


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Business SocioBusiness Socio--Political ModelPolitical ModelPurposePurpose

•• To represent: To represent: Business Business ““organizationalorganizational”” requirementsrequirementsE.g. What external organizations, social/political groups need E.g. What external organizations, social/political groups need

to be accommodated?to be 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 designs …… organization structure & job organization structure & job

positionspositions–– External interface requirements (in part)External interface requirements (in part)

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Business SocioBusiness Socio--Political ModelPolitical ModelSample Diagram Sample Diagram –– Party Affiliation DiagramParty Affiliation Diagram


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Business SocioBusiness Socio--Political ModelPolitical ModelSample Diagram Sample Diagram –– Party Affiliation DiagramParty Affiliation Diagram

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Business SocioBusiness Socio--Political ModelPolitical ModelNodes & LinksNodes & Links

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

–– Provider Provider –– End CustomerEnd Customer–– Provider Provider –– Other CustomerOther Customer–– Org Parent Org Parent –– Org ChildOrg 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..


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Business SocioBusiness Socio--Political ModelPolitical ModelSample Diagram Sample Diagram –– Org ChartOrg Chart

31


12/12/2006 61

Business SocioBusiness Socio--Political ModelPolitical ModelNodes & LinksNodes & Links

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

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

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

Must go thru learning curveControl of some functionsMachine making decisions they distrustStand to Lose

Better access to informationStandardized information

Automation of tedious functionsBetter access to informationStand to Gain

System Usage

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

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

MediumLowLiteracy - Technical

HighLowLiteracy - Subject Area

105Size

Population

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

Clerical staff who administer the permitting recordsGeneral Description

Role Description

ReviewerPermit Administrator

Business SocioBusiness Socio--Political ModelPolitical ModelRole Profile MatrixRole Profile Matrix

32


12/12/2006 63

CrossCross--model Considerationsmodel 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 To be ““completecomplete”” each model would need to be fully 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.


12/12/2006 64

CrossCross--model Considerationsmodel Considerations

•• Options:Options:–– Do crossDo cross--referencing in the base modelsreferencing 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 crossCreate cross--reference matricesreference 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

33


12/12/2006 65

An AllAn All--Model ExerciseModel ExerciseObject (Data), Process, Event, Location, SocioObject (Data), Process, Event, Location, Socio--PoliticalPolitical

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 When prosecution drops a case, we consider it ““closedclosed””..7.7. When the prosecution drops a case, we need to notify all the parWhen the prosecution drops a case, we need to notify all the parties ties

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 StudyCalvert County, MarylandCalvert County, Maryland

Development Permit ProjectDevelopment Permit Project19981998

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

34


12/12/2006 67

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.


12/12/2006 68


•• 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 ProjectCalvert County Development Permit Project””

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

35


12/12/2006 69


•• Why look at this project?Why look at this project?–– ItIt’’s not too complex for a short presentations not too complex for a short presentation–– A lot of A lot of ““typicaltypical”” things emergedthings 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 Like most projects –– there wasnthere wasn’’t time & resources to do 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 presentation -- to make them easier to understand quicklyto make them easier to understand quickly


12/12/2006 70


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

36


12/12/2006 71

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 Lasting product –– dondon’’t want to see an interim productt 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: CanCan’’t create any new job positionst create any new job positions–– Freedom:Freedom: We can suggest different ways of doing businessWe can suggest different ways of doing business

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

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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)

38


12/12/2006 75

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 Simple applications –– evaluated immediatelyevaluated immediately•• Routine applications Routine applications –– eligible for eligible for ““scheduled timescheduled time”” process 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 Complex applications –– must follow standard process, where 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)

39


12/12/2006 77

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)

40

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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 A decision was made to identify and explicitly

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

41


12/12/2006 81


•• Problem: Some of the activities that were Problem: Some of the activities that were needed didnneeded didn’’t get triggered until a long time 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 earlier in the process (see ““under reviewunder review””))

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


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

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Business SocioBusiness Socio--Political ModelPolitical 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 The role of ““Permit CoordinatorPermit Coordinator”” was createdwas 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.

43

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

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

mediummediumlowTBDSalary Grade

M-F, 8:30 - 5:00M-F, 8:30 - 5:00M-F, 8:30 - 5:00TBDWork Period

5 years, on average25 years10 + years, on averageBrand newTenure in Role

EnglishEnglishEnglishEnglishLanguage(s) Assumed

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

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

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

Cultural Considerations

MediumLowLowMediumLiteracy - Technical

HighMediumLowMedium-highLiteracy - Subject Area

10151Size

Population

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

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

Credentials

(none)Reporting to various agencies.

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

Single point of contact for Applicants.Other Responsibilities

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

Can overrule anyone in the process.(none)

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

Explicit Authorities

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

Responsible for the entire permitting process.

Clerical staff who administer the permitting records

Well-versed on all of the aspects of the building permit process.

General Description

Role Description

ReviewerPermit SupervisorPermit AdministratorPermit Coordinator

44

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

In-field support(none)Ease of doing repetitive tasks.

Need fast performance if applicant is there waiting for information.

Any SystemPerformance Requirements?

Must go thru learning curve

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

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

Must go thru learning curveStand to Lose

Better access to informationBetter toolsStandardized informationIncreased efficiency

Better access to informationTighter monetary controlStandardized informationAudit trails

Automation of tedious functionsBetter access to informationBetter toolsStandardized informationIncreased efficiencyAudit trails

Automation of tedious functionsBetter access to informationBetter toolsStandardized informationIncreased efficiencyJob security

Stand to Gain

DailyDailyDailyConstantlyFrequency of Use

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

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

NavigationInquiry (checking, verifying)Data entryReports

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

Type of Use

System Usage

NoNoNoNoDexterity impairment

NoNoNoNoMobility impairment

NoNoNoNoSpeech Impairment

NoNoNoNoHearing impairment

NoNoNoNoVision impairment

NoNoNoNoVision - color blindness

Special Accommodation Needs

ReviewerPermit SupervisorPermit AdministratorPermit Coordinator

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

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12/12/2006 89

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 Added a new location ““Building Permit OfficeBuilding Permit Office””. All basic . 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 wonBy improving the process, the applicants won’’t have to t have to transport their application folder.transport their application folder.


12/12/2006 90

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)

46

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

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12/12/2006 92

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 By allowing discovery (by SMEs –– even they were surprised)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) To commissioners (management) –– for approvalfor approval•• To vendors To vendors –– in RFPin RFP

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

47


12/12/2006 93

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 If you do each kind, at least to some degree, you have a better chance 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


12/12/2006 94

WrapWrap

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

48


12/12/2006 95


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.


12/12/2006 96


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

49


12/12/2006 97

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 Even if not part of your plan –– sketch all model types, to 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 Occasionally –– sketch diagrams of things that interest yousketch diagrams of things that interest you

•• ReadingReading•• Advanced StrategiesAdvanced Strategies’’ CoursesCourses


12/12/2006 98

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

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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


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