Using Business Process Using Business Process Modeling to improve the Modeling to improve the

quality of IT projects.quality of IT projects.

John Columbus, CISAJohn Columbus, CISA

03/28/2012 version03/28/2012 version

BiographyBiography Worked in IT since July 1983.Worked in IT since July 1983. Currently full-time Six Sigma Black Belt for a Currently full-time Six Sigma Black Belt for a

Fortune 20 company in the IT area.Fortune 20 company in the IT area. Graduated from the U of M MSSE program in May Graduated from the U of M MSSE program in May

of 2010.of 2010. Certified Information Systems Auditor (CISA) since Certified Information Systems Auditor (CISA) since

2007.2007. Published 4 times by ComputerWorld.Published 4 times by ComputerWorld. The courses I am currently teaching at NHCC are: The courses I am currently teaching at NHCC are:

Web Development Concepts, Word Basic 2010, Web Development Concepts, Word Basic 2010, Excel Intermediate 2010 and SQL Introduction.Excel Intermediate 2010 and SQL Introduction.

AgendaAgenda

Fundamental ConceptFundamental Concept Main ConceptsMain Concepts Business DocumentationBusiness Documentation Documents created during design Documents created during design

phasephase UAT (User Acceptance Testing)UAT (User Acceptance Testing) Go-LiveGo-Live Project ExampleProject Example

Fundamental ConceptFundamental Concept

Business Steering Committee

Inputs: As-Is

Business Process Models

Business Requirements

Actual IT Project

Outputs: To-Be Business Process Models

Functional System

Different BA ModelsDifferent BA Models

No Business AnalystNo Business Analyst (BA). (BA). One BAOne BA.. Two BA’sTwo BA’s..

Business Analyst working just for the Business Analyst working just for the Business UnitBusiness Unit

Second BA works for the IT groupSecond BA works for the IT group In my experience, Either no BA or In my experience, Either no BA or

one BA is the most common model.one BA is the most common model.

Main ConceptsMain Concepts From the business point of view, they start From the business point of view, they start

with working processes and need to end with working processes and need to end with working processes.with working processes. IT projects improve processes or add new IT projects improve processes or add new

capability.capability. The absolute bottom line (no benefit but no The absolute bottom line (no benefit but no

loss).loss). ““Do no harm first”Do no harm first”

Document in the “Business” languageDocument in the “Business” language Must have at least *one* way that works Must have at least *one* way that works

for each process.for each process.

Business DocumentationBusiness Documentation Before IT work, the Business Units need to Before IT work, the Business Units need to

document (“As-Is” process mapping):document (“As-Is” process mapping): ProcessesProcesses Inputs and outputsInputs and outputs In scope and Out of scopeIn scope and Out of scope

““Garbage In, Garbage out”Garbage In, Garbage out” Fix business process first (Six Sigma or Lean)Fix business process first (Six Sigma or Lean) Quantify what needs to be improved.Quantify what needs to be improved. Review various ways to improve the situation to balance Review various ways to improve the situation to balance

cost versus return.cost versus return. Someone else’s statement: “If you automate a Someone else’s statement: “If you automate a

bad process, you now have a more expensive bad bad process, you now have a more expensive bad process.”process.”

Business DocumentationBusiness Documentation Process model benefitsProcess model benefits

Communicate to IT needed inputs, data Communicate to IT needed inputs, data modifications and data outputs.modifications and data outputs.

Standardizes business process before IT Standardizes business process before IT changes the system and the business process.changes the system and the business process.

Documentation is now in the “business” Documentation is now in the “business” language, allowing the various non-IT language, allowing the various non-IT personnel to understand where we are (“As-personnel to understand where we are (“As-Is”) and where we want to go to (“To-Be”).Is”) and where we want to go to (“To-Be”).

Levels of DocumentationLevels of Documentation

Deliverables:Deliverables: SIPOC (Top level and Strategic level)SIPOC (Top level and Strategic level) Process Maps (Tactical level but may include additional levels)Process Maps (Tactical level but may include additional levels) Requirements Template (to note locations or examples of Requirements Template (to note locations or examples of

process inputs and outputs for reference)process inputs and outputs for reference) Wish List Template (parking place for ideas of what the Wish List Template (parking place for ideas of what the

Business Unit would like to explore).Business Unit would like to explore). Glossary Document – Describe the terms used in these Glossary Document – Describe the terms used in these

documents so IT people can understand what is meant.documents so IT people can understand what is meant. Part of initial IT intake process.Part of initial IT intake process. IT designers also need the designs and specifications of any IT designers also need the designs and specifications of any

current systems in use that may be interfaced to, updated current systems in use that may be interfaced to, updated or shut down.or shut down.

SIPOCSIPOCSupplierSupplier InputInput ProcessProcess OutputOutput CustomeCustome

rr

Appliance Appliance StoreStore

Coffee Coffee machine.machine.

Prepare Prepare Coffee Coffee Maker.Maker.

Grocery Grocery StoreStore

Coffee Coffee filtersfilters

Insert Insert filter.filter.

Grocery Grocery StoreStore

CoffeeCoffee Measure Measure out coffeeout coffee

Brew Brew coffeecoffee

Used filter Used filter and and coffee coffee groundsgrounds

TrashTrash

DepartmeDepartment Storent Store

CupCup Pour Pour coffee coffee into clean into clean cup.cup.

Serve.Serve. One cup One cup of coffee.of coffee.

Me.Me.

As-Is Process Model (or As-Is Process Model (or map)map)

<Project Name> <Project Code>

As-IsBusiness Process Model

Map: As-Is-110/28/2011 version

<Process Name>

START

Build As-Is Process Maps of current

Process.

Determine Validation testing for maps: Customer Review, Direct Observation of employees, Use by employees performing their

jobs, etc.

During Validation, Verify map

structure, syntax, form.

Still have Significant defects?

Use checklists during testing and document at least

defect totals.

If reviewed with customers, developers, testers, this can

be a peer review test.

Yes

No

1) They don’t have to be perfect.

2) As the BA learns more, these must be updated to reflect the correct As-Is or

To-Be process.

After completion, send out for final review, change from Draft and change name in

SharePoint. Make sure to monitor changes on these documents so they are

up to date but also everyone is told of major changes.

BPM’s are not as

detailed as requirements

.

Build Business

Requirements (from BPM &

with customers)

Note: All requirements are “requirements”. All must meet S.M.A.R.T. standard and showing

business versus functional versus technical are not as important as clearly showing what the final

project must deliver in a measureable manner.

Determine / perform Validation

& Verification techniques with customer first

Determine / perform Validation & Verification techniques with whole

team that needs to deliver these.

Update documents / record defect totals (loop as

needed)

Please note that Use Cases can be built rather than formal requirements *as long as* both deliver S.M.A.R.T.

documents that developers and testers can use. Test Cases that testers use can be built from requirements or

Use Cases (they’re basically use cases)

End

Repeat process with To-Be BPM’s and Requirements. Use them as a base and then update from there.

To-Be Process Model (or To-Be Process Model (or map)map)

<Project Name> <Project Code>

To-BeBusiness Process Model

Map: TOBE-110/28/2011 version

<Process Name>

START

Build As-Is Process Maps of current

Process.

Determine Validation testing for maps: Customer Review, Direct Observation of employees, Use by employees performing their

jobs, etc.

During Validation, Verify map

structure, syntax, form.

Still have Significant defects?

Use checklists during testing and document at least

defect totals.

If reviewed with customers, developers, testers, this can

be a peer review test.

Yes

No

1) They don’t have to be perfect.

2) As the BA learns more, these must be updated to reflect the correct As-Is or

To-Be process.

After completion, send out for final review, change from Draft and change name in

SharePoint. Make sure to monitor changes on these documents so they are

up to date but also everyone is told of major changes.

BPM’s are not as

detailed as requirements

.

Build Business

Requirements (from BPM &

with customers)

Note: All requirements are “requirements”. All must meet S.M.A.R.T. standard and showing

business versus functional versus technical are not as important as clearly showing what the final

project must deliver in a measureable manner.

Determine / perform Validation

& Verification techniques with customer first

Determine / perform Validation & Verification techniques with whole

team that needs to deliver these.

Update documents / record defect totals (loop as

needed)

Please note that Use Cases can be built rather than formal requirements *as long as* both deliver S.M.A.R.T.

documents that developers and testers can use. Test Cases that testers use can be built from requirements or

Use Cases (they’re basically use cases)

End

Repeat process with To-Be BPM’s and Requirements. Use them as a base and then update from there.

Removed Text.

Added Text.

Example of new step.

(new)

Requirements TemplateRequirements Template

Wish List TemplateWish List Template

As-Is process validation.As-Is process validation. Test the documents: “Conference Room Piloting” (source Test the documents: “Conference Room Piloting” (source

unknown)unknown) Use completed documents to “run through” documentation.Use completed documents to “run through” documentation. Make sure documents cover 100% of process map paths.Make sure documents cover 100% of process map paths. Include worse case or all known unique situations.Include worse case or all known unique situations. May also use random sample.May also use random sample. Testing done in conference room with process maps and Testing done in conference room with process maps and

business documentation. Each person has their part of the business documentation. Each person has their part of the map they normally due day-to-day.map they normally due day-to-day.

Physically write on the process maps showing the start through Physically write on the process maps showing the start through to the end (input to output).to the end (input to output).

Run through each scenario and see if the maps truly show how Run through each scenario and see if the maps truly show how that situation would work:that situation would work:

Do I have the right information to start with?Do I have the right information to start with? Does the process allow me to do all the changes I need to?Does the process allow me to do all the changes I need to? Does the process generate the right output for the next steps?Does the process generate the right output for the next steps?

Input documents for IT Design can have the highest cost to Input documents for IT Design can have the highest cost to fix if found in System Testing. Test the documentation first.fix if found in System Testing. Test the documentation first.

Process Change FreezeProcess Change Freeze Stop process changes when possible Stop process changes when possible

during IT project.during IT project. If changes must be made, update As-Is If changes must be made, update As-Is

documentation and check on IT impact.documentation and check on IT impact. In case of major process changes during In case of major process changes during

Design, re-do the Conference Room Pilots.Design, re-do the Conference Room Pilots. Targets do move in an IT project. We Targets do move in an IT project. We

must adjust our aim to compensate.must adjust our aim to compensate. Communication with the Business is Communication with the Business is

critical. You can’t design for process critical. You can’t design for process changes you don’t know about.changes you don’t know about.

Documents created during design Documents created during design phasephase

““To-Be” documentation. How work is done To-Be” documentation. How work is done after Go-Live:after Go-Live: The As-Is documentation is copied and now The As-Is documentation is copied and now

called the To-Be documentation.called the To-Be documentation. Normally the Top Level and Strategic SIPOCs do Normally the Top Level and Strategic SIPOCs do

not change in an IT project.not change in an IT project. The process maps must show how the process The process maps must show how the process

will change. will change. To-Be Requirements are normal IT To-Be Requirements are normal IT

requirements but start from the As-Is requirements but start from the As-Is Requirements. Everything from the As-Is Requirements. Everything from the As-Is documentation must have a home or documentation must have a home or explanation on the To-Be documents.explanation on the To-Be documents.

IT may also add in requirements from current IT IT may also add in requirements from current IT systems that the new system will now provide.systems that the new system will now provide.

Design ValidationDesign Validation Once the design is completed and verified, it’s Once the design is completed and verified, it’s

time to bring the new To-Be process models time to bring the new To-Be process models back to the Business for validation testing.back to the Business for validation testing.

Use a “Conference Room Pilot” and same test Use a “Conference Room Pilot” and same test cases from As-Is testing plus random samples.cases from As-Is testing plus random samples.

Check out test cases and other parts of the Check out test cases and other parts of the testing plan during conference room testing.testing plan during conference room testing.

The Business stakeholders must understand The Business stakeholders must understand that this is their final check before the major that this is their final check before the major costs of coding and testing starts. Process costs of coding and testing starts. Process defects or requirement defects after this point defects or requirement defects after this point start getting very expensive.start getting very expensive.

Final approvals for the To-Be Final approvals for the To-Be documentsdocuments

There must be some point where changes There must be some point where changes are locked down so the project can actually are locked down so the project can actually end.end. With the To-Be process maps and requirements, With the To-Be process maps and requirements,

we have management sign-off that this is what we have management sign-off that this is what they want and agree to. If there are any they want and agree to. If there are any changes after agreement, the responsible changes after agreement, the responsible Steering Committee will need to approve the Steering Committee will need to approve the change.change.

With agreed-to process maps and requirements, With agreed-to process maps and requirements, Development and Testing can begin their work in Development and Testing can begin their work in earnest.earnest.

Once all of the work is nearly completion, then Once all of the work is nearly completion, then we start the final phase which is User we start the final phase which is User Acceptance Testing (UAT).Acceptance Testing (UAT).

User Acceptance TestingUser Acceptance Testing At this point, this is where we must demonstrate At this point, this is where we must demonstrate

that every input, process map and output is able that every input, process map and output is able to be delivered by the new system:to be delivered by the new system: Tests must prove one good way to perform all business Tests must prove one good way to perform all business

functions.functions. Great time to show the comparison of old screens and old Great time to show the comparison of old screens and old

reports to their new replacements.reports to their new replacements. Excellent time to check all training materials.Excellent time to check all training materials. From a Human-Computer Interface stance, have system users From a Human-Computer Interface stance, have system users

outside of the development team take the training materials outside of the development team take the training materials and see if they can figure out how to do the new process.and see if they can figure out how to do the new process.

This is the last point the Business Units have to determine if This is the last point the Business Units have to determine if the new processes will work and/or complete for all processes.the new processes will work and/or complete for all processes.

Go-Live process and beyondGo-Live process and beyond Rename To-Be documentation as As-Is. Rename To-Be documentation as As-Is. Make sure process is in place to maintain process Make sure process is in place to maintain process

documentation.documentation. Review process documents quarterly for changes (both Review process documents quarterly for changes (both

business and software).business and software). Update all process maps before changes are made to any Update all process maps before changes are made to any

system.system. To maintain maps and UAT testsTo maintain maps and UAT tests

Have business teams use these documents as their SOP.Have business teams use these documents as their SOP. Best way to keep documentation current and useful.Best way to keep documentation current and useful. Greatly reduced time & cost to fix systems.Greatly reduced time & cost to fix systems.

Recent projectRecent project

In this recent project I’ll call “Project In this recent project I’ll call “Project X”, here is key factors:X”, here is key factors: Purchased system from vendor that is Purchased system from vendor that is

customizable.customizable. Involved multiple departments.Involved multiple departments. Included several regulated activities with Included several regulated activities with

stakeholders both inside and outside of the stakeholders both inside and outside of the corporation.corporation.

Drivers were high quality and cost Drivers were high quality and cost containment. Current systems were in place to containment. Current systems were in place to allow time to complete the project.allow time to complete the project.

Project XProject X As-Is side of Project X:As-Is side of Project X:

As-Is process took around 10 calendar As-Is process took around 10 calendar weeks.weeks.

127 existing processes were reviewed.127 existing processes were reviewed. 39 processes were marked out of scope.39 processes were marked out of scope. 87 current process maps were reviewed 87 current process maps were reviewed

with needed improvements listed.with needed improvements listed. 4 Top Level SIPOCs were created and 23 4 Top Level SIPOCs were created and 23

Strategic SIPOCs.Strategic SIPOCs. 55 new process maps were created or 55 new process maps were created or

updated from existing maps.updated from existing maps. 52 requirement documents and 8 wish 52 requirement documents and 8 wish

lists were also created.lists were also created.

Project XProject X Key factors in this project:Key factors in this project:

This process was new to the team and was documented This process was new to the team and was documented just before using.just before using.

All the business users who created or updated the All the business users who created or updated the documentation were documentation were notnot trained Business Analysts. trained Business Analysts. They were all trained in what was needed to be done, They were all trained in what was needed to be done, how to do it and how to review it.how to do it and how to review it.

One BB / process mentor (me) was available to the One BB / process mentor (me) was available to the project for roughly 10 hours per week.project for roughly 10 hours per week.

There was one Business Analyst on the project working There was one Business Analyst on the project working roughly 20-40 hours to assist the teams on creating / roughly 20-40 hours to assist the teams on creating / updating their documentation.updating their documentation.

Project XProject X Key results:Key results:

Business teams had documentation to refer back to as Business teams had documentation to refer back to as needed during process.needed during process.

Vendor had process maps to use to help design process Vendor had process maps to use to help design process flows within their system.flows within their system.

Team could map various vendor configuration Team could map various vendor configuration documents to process documents to keep everything documents to process documents to keep everything updated.updated.

System go-live was “successful with minimal issues”.System go-live was “successful with minimal issues”. However, now we are doing a project to develop However, now we are doing a project to develop

common “terms” and a common “process”.common “terms” and a common “process”.

Project Y comparisonProject Y comparison Request was made for financial control reports to Request was made for financial control reports to

help current manual process.help current manual process. Requirements were vague and process maps Requirements were vague and process maps

were not completely business or technical.were not completely business or technical. Took 9 months to create reports, cost $500,000 Took 9 months to create reports, cost $500,000

and reports were not usable.and reports were not usable. Then created requirements in business language Then created requirements in business language

and then created translation columns for IT.and then created translation columns for IT. Created report example business could Created report example business could

understand and added IT needed terms.understand and added IT needed terms. Reports should be re-done after an additional 6 Reports should be re-done after an additional 6

months and $300,000. If reports had been done months and $300,000. If reports had been done on time and correctly, could have found defects on time and correctly, could have found defects in code releases that ended up costing several in code releases that ended up costing several thousands of hours to manually fix.thousands of hours to manually fix.

Questions?Questions?