De 201 InFlux 02

InFlux Business Modeling/Analysis
Method
SETLabs
1
De 201 / De Bridge (OOAD) - Framework
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Objectives
• Go through the Purpose of Business modeling/analysis
• Learn the concept of business modeling and its technique.
• Learn techniques to derive requirements from business models.
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Business Requirements – Where do they come
from?
• Most IT development projects are meant to automate business activities and
business transactions
• Business requirements of an IT solution are expressed in the context of

specific Business Behavior
• Understanding of business behavior requires an understanding of different

business transactions and their channels, flow of business information through
these transactions and flow of activities to fulfill the end goal of business
transactions
• In the end, the IT solution developed would wholly or partially change the
existing business behavior of an organization
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InFlux Business Requirements – Principles &
Lifecycle
Basic Principles
+ Separation of Concerns – Business knowledge is captured through multiple viewpoints

+ Understand the problem space as well as solution space
+ Common language for both business and IT stakeholders
Need for change

in process/IT
behaviour
As-Is Business To-Be Business

Business Analysis System
Behaviour Behaviour Requirements
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Step 1 : As-Is Business Behavior
• For any IT solution development

– Helps understand the problem space by both the business and IT stakeholders
– Know what is the existing behaviour that you want to change
– Understand the scope of change
– Determine the extent of change
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Step 1 : As-Is Business Behavior
– Helps understand the problem space
– Know what is the behaviour that you want to change
– Understand the scope of change
– Determine the extent of change
• What method or technique to use ?

– Business Modeling
• Who Does It?

– Subject Matter Experts (Process Owners, Product Managers, Business Participants)
– Business Analyst
– System Analyst
– Process Consultant
• What is the Input?

– Existing business process and IT documentation
– Reference Models (TeTom, ITIL)
• What is the Output?

– As-Is Business Behavior Notes
– As-Is Business Process Catalogue
– As-Is Business Process Models : Organization Model, Location Model, Collaboration Model,
Workflow Model
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Step 2 : Business Analysis

– Move systematically from the problem space to the solution space
– Clear understanding of the business need extracted
– Areas for the solution space identified and prioritized
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Step 2 : Business Analysis

– Move systematically from the problem space to the solution space
– Clear understanding of the business need extracted
– Areas for the solution space identified and prioritized

– Issue Elicitation and Analysis, Recommendations Formulation
• Who Does It?

– System Analyst

– As-Is business process models
– Reference best practices and patterns

– Issues and Recommendations Document
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Step 3 : To-Be Business Behavior

– Defines the solution at the business process level
– Understand the scope of the solution
– Represent the net result of the solution
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Step 3 : To-Be Business Behavior
– Defines the solution at the business process level
– Understand the scope of the solution
– Represent the net result of the solution

– Business Modeling
• Who Does It?

– System Analyst

– As-Is Modeling documentation
– Issues and Recommendations documentation

– To Be Business Behavior Notes
– To-Be Business Models : Organization Model, Location Model, Collaboration Model, Workflow
Model
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Method 1 : Business Modeling
Why Modeling?
• Systematic and formal way of eliciting and representing information – A

common language
• Helps capture the right level and right amount of information in the right way –
template for elicitation and representation
• Represents the problem space and the solution space using the same levels of
abstraction
• Does not mean that information cannot be expressed textually
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Method 1 : Business Modeling
What aspects do we capture through Modeling?
Who? Where?
Organization Location
Located at
Model Model
Performed by Performed by
What? How?
Collaboration Realized by
Workflow
Model Model
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Business Modeling : Organization Model
• Represents the business participants in terms of various organization units for
the business behavior in scope
• Represents the stakeholders of an IT solution and how they are mapped to the
organization – Potential business users, solution business owners, solution IT
owners
• Benefits
– Single snapshot of all stakeholders
– Helps Indicate what requirement will come from which stakeholder – based on the
organization area and level they map to
– Relationship between stakeholders is an input to determine access and security
levels of potential users
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• What information is captured and How is it depicted in an Organization Model
• Organization - a legal entity that performs a

business
• Department - a unit of an organization
associated with a function
• Role - a logical group of responsibilities of a
person
– Functional role - an official role in the
organization, e.g., ‘Sales Clerk’
– Process role - the role required by a business
process, e.g., ‘Buyer’ in a purchase process
Metamodel of an Organization Model Definitions
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Context :
Business Stakeholders of an order fulfillment process for a catalogue sale retail company
Organization
Department
Relationships
(Belongs To, Reports To)
Roles
Example of an Organization Model
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Exercise 1 :
• Objective : Create an Organization Model based on the following situation
• Situation : An IT solution helps speed up time taken to activate or enroll a

customer for a new service. It reduces the time spent by Joe, the cash
manager by 20% during his/her interactions with the customer and the booking
coordinator. Joe also acts as a Business Sponsor to help re-engineer
applications used by the product sales group team. The activation in back
office is handled by the staff of client service and support group while initial
customer facing activities are done by the product sales team . The enrollment
officer is in-charge of the coordinating the activities from the booking
coordinator to the billing department. Once information from the booking
coordinator is passed on to the enrollment officer, it is entered into a system
and then passed onto a personalization officer. It also goes to the Network
connectivity department who liason with the IT services group to obtain the file
formats for the connection to the customer’s organization.
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Exercise 1 : Solution!
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Exercise 1 :
• Objective : Create an Organization Model based on the following situation
• Situation : An IT solution helps speed up time taken to activate or enroll a

customer for a new service. It reduces the time spent by Joe, the cash
manager by 20% during his/her interactions with the customer and the booking
coordinator. Joe also acts as a Business Sponsor to help re-engineer
applications used by the product sales group team. The activation in back
office is handled by the staff of client service and support group while initial
customer facing activities are done by the product sales team . The enrollment
officer is in-charge of the coordinating the activities from the booking
coordinator to the billing department. Once information from the booking
coordinator is passed on to the enrollment officer, it is entered into a system
and then passed onto a personalization officer. It also goes to the Network
connectivity department who liason with the IT services group to obtain the file
formats for the connection to the customer’s organization.
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Exercise 1 : Solution!
Information not provided

in first iteration
Information implied in
the write-up
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Organization Model - Extensions
• Policies : Different levels of organization
• Privacy and Access Levels : Different levels of organization
• Staff Requirements : Different levels of organization
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Creating Models – Key Lessons
• Iterative Creation : It is hardly possible to find all the information required to
populate a model in a single discussion. Multiple pieces of information
collected at different times through different stakeholders can come together to
give the big picture
• Graphical and Textual: Models may not be entirely graphical. You may
represent the key elements and their relationships in a graphical manner but
qualify this information using textual documentation
• Topic for Elicitation Discussion : Specific Models can become really good
topics for elicitation discussion with stakeholders. It ensures that the
discussions are focused on getting information to complete as much as
possible a few logically connected models.
• This does not mean that one should not capture information provided outside
the scope of a model – in fact this extraneous information can help qualify the
modeled information or extend the scope of modeling!
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Business Modeling : Location Model
• Represents the geographical locations where an enterprise or its part operates,
and the departments that operate out of these locations. This model is created
in order to map department level entities to the physical location they are
operating at.
• Benefits
– a single snapshot view of how the stakeholder groups in an enterprise are disbursed
across various physical locations
– helps in eliciting location-specific needs of the organization such as localization and
customization
– helps to derive the deployment view of an IT solution based on the usage of the
solution functionalities in various physical locations by different departmental
stakeholders
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• What information is captured and How is it depicted in a Location Model
• Region - a geographical area corresponding

to an organization’s stated area of
operations
• Location - a city/ town/ community where
the organization is located
• Office - the premise where the
organizational units are located
Metamodel of a Location Model Definitions
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Context :
Business Locations of the stakeholder groups of an order fulfillment process for a catalogue sale retail
company
Region
Locations
Offices
Departments
Example of a Location Model
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Exercise 7 :
• Objective : Create a Location Model based on the situation in exercise 6 and the
following additional information
• Additional Information over Situation of Exercise 6 : The customer activation is done

for all customers in Sydney, Melbourne and Tokyo. In Tokyo, the cycle time for activation
or enrollment is half that of cycle time in Australia. The cash managers are spread
across both Australia and Japan and report to sales managers in Melbourne and Tokyo.
The sales managers report to the country heads in their respective countries. The
country heads require monthly reports from the sales managers consolidated at the
sales region level. Sales Managers in turn require it from cash managers who print it
from the enrollment system. The IT services group is centralized and operates only out
of corporate office in Sydney. The folks responsible for network connectivity are spread
across both Sydney and Tokyo but do not sit with the sales folks in Tokyo. The server of
the enrollment system is at Melbourne. The back-office staff operates in all three cities
and sit with network connectivity folks in Sydney and Tokyo and with sales folks in
Melbourne.
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Exercise 7 : Solution
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Business Modeling : Collaboration Model
• Profiles a business area or function and the transactions performed therein by
showing interactions among business participants (role, department,
organization and systems) within a given scope – Represents interactions
between the internal and external participants for the business area under
consideration
• Benefits
– Helps scope out the problem and the solution space
– Helps in determining the business process catalog for detailing out
business behaviour
– Starting point for depicting information model and EAI scenario
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• What information is captured and How is it depicted in a Collaboration Model
Metamodel of a Collaboration Model
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• What information is captured and How is it depicted in a Collaboration Model
• Business Participant is an organization, department, role or system that

participates in a business process.
• Segment is a logical grouping of participants based on perspective of
analysis. The most common segments used are customers, suppliers and
business domains. Sometimes, we could have segments such as
competitors, partners, outsourced companies (ASPs), regulators, customer
groups (buyers, sellers) and supplier groups (content providers).
• Interaction is the transfer of a work-product between two participants.
• Work-product is an information artifact such as policy or invoice, or goods
such as book and shipment
Definitions
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Context :
Business collaboration of participants of an order fulfillment process for a catalogue sale retail company
Interaction
Work Product
Business Participants
Segment
Example of a Collaboration Model
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Exercise 8 :
• Objective : Create a Collaboration Model based on the situation below
• Situation : The cash manager liaisons with a customer to get a product service
agreement signed. The product service agreement is stored in a hard copy by the
Business Service Center group in the back-end. The cash manager also collects
activation information from the customer in a client setup form that covers the basic
demographic details about the client. This information is collected in a paper form and
faxed or mailed to a booking coordinator. Apart from this the cash manager also fills up
other customer details in the communication profile form and the billing input form that
are also sent over to the booking coordinator. The booking coordinator is a user of the
call center system and internally interacts with the enrollment officer and the cash
manager. This role is responsible for validating the customer activation information with
the customer, sending these details to the enrollment office and entering customer
demographic information and product information in the call center application.
Enrollment officer also updates the call center application with status to denote
completion of the process. Before that, this role will create acronym for the customer and
update it in call center app. It will also update client details and product details in the
product system to enroll the client
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Method 2 : Business Process Catalog Identification
Business Process Catalog represents a list of processes where each process
represents a series of activities with a clear starting and ending points for fulfillment
of a business transaction
2a Business Interactions
Business Process Catalog
2b Process Architecture Decomposition
2 Methods for Business Process Catalog Identification
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Method 2a : Business Process Catalog Identification
2a : How to identify a catalog of business processes from business interactions
Input Required : Business interactions are mapped out in a high level collaboration
model
• Algorithm
– Step 1 : Select among the list of participants, those participants who trigger an
interaction for fulfillment of a well defined need leading to a meaningful end result for
the participant
– Step 2 : Starting from the trigger interaction, identify all interactions through various
participants that are directly required to fulfill the need.
– Step 3 : List down the process for this need fulfillment as a process in the catalog
– Step 4 : Eliminate the interactions that have been identified under this process from
the collaboration model
– Step 5 : Repeat step 1 till all interactions in the collaboration model are exhausted.
Interactions that depict exception scenarios may be ignored.
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Method 2a : Example
Input : A high level collaboration model for Travel business area
Step 1 : Select among the list of participants, those participants who trigger an interaction
for fulfillment of a well defined need leading to a meaningful end result for the participant
Triggers an
interaction for
obtaining tickets
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Method 2a : Example
Step 2 : Starting from the trigger interaction, identify all interactions through various
participants that are directly required to fulfill the need
Triggers an
interaction for
obtaining tickets
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Method 2a : Example
Step 3 : List down the process for this need fulfillment as a process in the catalog
Triggers an
interaction for
obtaining tickets
PROCESS CATALOG
1. Travel Request to Ticket Issuance
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Method 2a : Example
Step 4 : Eliminate the interactions that have been identified under this process from the
collaboration model
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Method 2a : Example
Step 5 : Repeat step 1 till all interactions in the collaboration model are exhausted.
Interactions that depict exception scenarios may be ignored
Triggers an
interaction for
obtaining
payment
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Method 2a : Example
Step 5 : Repeat step 1 till all interactions in the collaboration model are exhausted.
Interactions that depict exception scenarios may be ignored
PROCESS CATALOG
1. Travel Request to Ticket Issuance
2. Travel Invoice to Payment
Triggers an
interaction for
obtaining
payment
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Method 2b : Business Process Catalog Identification
2b : How to identify a catalog of business processes from process architecture
decomposition
Input Required : Identification of the Line of Business for process decomposition
• Algorithm
– Step 1 : Identify the functions category (Core, Support, Management) in scope

under the selected line of business
– Step 2 : For each functions category in scope, identify the key functions in scope
– Step 3 : For each key function identified in scope, identify the list of key stakeholder
groups (internal or external) for that function
– Step 4 : For each stakeholder group, identify the key input-output (external
stakeholder) or key result areas (KRA) (internal stakeholder) required to carry out
the function
– Step 5 : Identify 1 or more business process that provides services to accomplish
the input-output or the KRAs through a set of activities
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Method 2b : Example
decomposition
Step 1 : Identify the functions category (Core, Support,

Management) in scope under the selected line of business
Infosys
Finacle IBUs
CORE Functions SUPPORT Functions MGMT Functions

-Marketing -HR - Strategic Planning
-Sales -Finance - Legal
-Product Engineering -…. -….
-….
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Method 2b : Example
decomposition
Step 2 : For each functions category in scope, identify the

key functions in scope
Infosys
Finacle IBUs
CORE Functions SUPPORT Functions MGMT Functions

-Marketing -HR - Strategic Planning
-Sales -Finance - Legal
-Product Engineering -…. -….
-….
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Method 2b : Example
decomposition
Step 3 : For each key function identified in scope, identify

the list of key stakeholder groups (internal or external) for
that function
External Stakeholders (Outside Sales Function)

1. Prospects 3. Marketing 5. HR
2. Customers 4. Product Engg
Sales
Internal Stakeholders
1. Sales Head
2. Bus Dev Mgr
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Method 2b : Example
decomposition
Step 4 : For each stakeholder group, identify the key input-

output (external stakeholder) or key result areas (KRA)
(internal stakeholder) required to carry out the function

Field
Survey
Sales Results
Prospect
Conversion
1. Sales Head
Ratio
2. Bus Dev Mgr
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Method 2b : Example
decomposition
Step 5 : Identify 1 or more business process that provide

services to accomplish the input-output or the KRAs
through a set of activities

Field
Survey
Sales Results
Prospect
Conversion
1. Sales Head
Ratio
2. Bus Dev Mgr
PROCESS CATALOG
1. Field Survey Request to Report Field Survey
2. Convert Prospect to Customer
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Business Modeling : Workflow Model
• Represents the business behavior by capturing the business activities
flow for each process (end-to-end lifecycle of a transaction) showing
the business participants, their activities, the sequence of these
activities and the interactions between various participants.
• Benefits
– helps maintain a common depth of understanding of the problem
space and the solution space between the business and IT
stakeholders
– Support of IT systems at a process level is clearly visible as part of
the workflow depiction
– Various stakeholders (eg : Business process owners, business
users) can see information pertinent to their role in a single view
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• What information is captured and How is it depicted in a Workflow Model
Metamodel of a Workflow Model
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• What information is captured and How is it depicted in a Workflow Model
• Workflow Participant: The participants in the workflows can be roles (worker, worker
manager), organizations, departments (finance department, inventory), or systems
(service center system, order entry system).
– Systems execute automated business activities (for example, "Generate Paychecks").
• Activity is a task or a unit of work performed by a participant.
• Transition is a link between two activities. Three types of activities can be considered
from the automation perspective.
– Manual activities are activities performed by human effort, unaided by systems, for example,
"Ship Goods."
– Interactive activities are activities done by humans that involve usage of systems, for example,
"Enter Order." Such activities should be shown in the swim-lane of the human using the system.
– Automated activities are activities done by systems with no manual involvement, for example,
"Retrieve Orders." Such activities should be shown in the swim-lane of the system.
• Swim-lane - A region that encloses a set of activities done by a participant in a workflow
Definitions
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Context :
Business workflow of participants of an order fulfillment process for a catalogue sale retail company
Example of a Workflow Model
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Activity guidelines:
•Activity should be able to repeat itself immediately after its completion. Eg. Logon
can not be an activity.
•Activity should:
•Transfer information
•Extract information
•Change data
•Decision point is not an activity, it is an outcome. It has to be preceded by an
activity.
•Is “check customer type” an activity? Strictly, it is not, since before checking next
customer status, we should transmit. This is an exception.
53
• Very Important Considerations
– What level of granularity to depict an activity? Some thumb rules are :

• The activity should satisfy a specific objective/goal of the participant
• The activity should leave the process in a steady state with a clear outcome
• The activity should be repeatable (with a new transaction) on its immediate completion
• The purpose of the activity should lend itself for fulfillment in more than one level of
automation (0% automation, 100% automation)
– Can manual activities be ignored for depiction?
– How to name an activity?
– How to name a workflow model?
– How to categorize the automation level of an activity?
– Are decision boxes activities themselves?
– How many activities should I have for one workflow model?
– How can I depict a sub-process within a workflow?
– What are the other pieces of information I can capture to qualify the workflow?
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Exercise 9 :
• Objective : Create a Workflow Model based on the situation in exercise 8 and
the additional information below
• Additional information over situation in exercise 8 : The cash manager

collects client activation information after sending the client service agreement
to the BSC. The booking coordinator needs to first validate this information for
completeness and correctness and interacts with the customer to confirm the
technical details mentioned in the forms. After completing entry into the call
center application, the booking coordinator sends the enrollment file to the
enrollment officer. This triggers off the set of activities that the enrollment
officer has to perform.
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Exercise 9 : Solution How do I name it?
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Exercise 10 on Business Modeling
• Objective : Review the Workflow Model given for correctness of modeling standards
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• Objective : Create a collaboration model from the given workflow model
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• Solution:
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Review – Business Modeling
• What is the need to create business models?
• What are the models used to capture business behaviour?
• Which model should be drawn first? Are all models required in all
situations?
• Is there a limit to how may models of each type can be drawn?
• What is the significance of business process catalogue?
• Give an example of a business transaction trigger that can be
described in a workflow
• Give an example of a business transaction that is not a workflow
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Method 3 : Business Analysis
• Systematic analysis of the problem space to build recommendations for the
solution space
Patterns/ Best Practices
Input for
Problem Space Solution Space
• Issue Elicitation • Recommendations

Formulation
• Issue Analysis
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Business Analysis : Issue Elicitation & Analysis
• Benefits
– Helps formulate recommendations against specific pain points

– Helps to prioritize effort to address multiple areas of concern
– Abstracts the problem into a limited set of statements
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Business Analysis : Issue Identification/Elicitation
• ‘Issues’ constitute problems, pain points or limitations in any business area at

the organization, process, people or activity level. Issues exist due to
misalignment of business process capability with the operational objectives of
an organization
• How to Do It?
– Elicitation from SMEs
– Passive Process Analysis
– Dynamic Process Analysis
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Business Analysis : Issue Analysis
• ‘Issues’ are analyzed in the following Root Cause and Impact (RCI) Model
Issue # Description Category Cause Root Impact Impact Business Business

Description Cause Level Measure Factor
Impacted Impacted
• A large number of ‘Issues’ can be analyzed to know…
¾ What is the distribution of total issue impact across root causes – determines the high
priority root causes to tackle
¾ What is the distribution of total issue impact across business areas – determines the high
priority problem areas to tackle
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Exercise 10 : Issue Identification using Static process
analysis
As-Is Workflow Model 2 - 65
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Non-Value Adding activities are being

performed resulting in higher cycle time
Prone to errors,
missing information
Duplicate information entry
Laborious manual step
As-Is Workflow Model 2 - 66
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Process Modeling : Recommendations Formulation
• This is the first step into the solution space
• Platform to brainstorm needs of various stakeholders
• Ideas (What) can be represented in this stage without going into the exact specifics
(How)
• Gives an opportunity to link changes or improvements to specific issues
• A high level prioritization of ideas can be done based on criticality of issues resolved
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Process Modeling : Recommendations Formulation
• Recommendations are documented for each issue
Issue # Issue Recommendation Recommendations Impact Business Business

Description Impact Level Measure Factor
Impacted Impacted
• Recommendations can be analyzed for their impact
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Exercise 11 : Process Improvement Pattern Recognition
• Identify ideas that can lead to improvement of the process depicted in

exercise 10.
Solution
¾ Manual Task Elimination

¾ Case Worker
¾ Straight Through Processing
¾ Minimal Error Checking
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Exercise 11: Possible To-Be Model on application of recommendations
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Review – Business Analysis
• Why do we analyze issues?
• What are patterns? What is their use?
• How can recommendations be formulated?
• How can recommendations be prioritized?
• What is done based on recommendations?
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Review – What have we done so far?
Activities (What) Methods (How to carry out the Activities) Outputs (What you create in the Activities)
As-Is Organization Model, Location

Business Modeling
As-Is Modeling Model, Collaboration Model, Business
Business Process Catalog Identification Process Catalog, Workflow Models
Issue Elicitation & Analysis Issues List, RCI Model,

Process Analysis Recommendations & Impact
Recommendation Formulation
To-Be Organization Model, Location

To-Be Modeling Business Modeling Model, Collaboration Model, Workflow
Models
Use-Case Identification Use-Case Identification

Enactment
Definition Use-Case Elaboration Use-Case Elaboration
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Review – InFlux BPE Methodology
• Does it bring enough value in requirements engineering?
• Does the structure and formalism make life easier?
• Does it bring a common language between business and IT
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Summary
• Business process is the key unit of analysis to identify and depict software
requirements
• Business modeling technique is used to depict business behaviour in the
problem space (As-Is) and in the solution space (To-Be)
• Movement of As-Is to To-Be in business behaviour is facilitated by a formal
technique of process analysis
• Movement from business behaviour to system behaviour is facilitated by
Enactment Definition
• Use-case are the standard for representing system behaviour
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InFlux Business Modeling/Analysis

• Business requirements of an IT solution are expressed in the context of

• Understanding of business behavior requires an understanding of different

+ Separation of Concerns – Business knowledge is captured through multiple viewpoints

Need for change

As-Is Business To-Be Business

• For any IT solution development

• What method or technique to use ?

• Who Does It?

• What is the Input?

• What is the Output?

• For any IT solution development

• For any IT solution development

• What method or technique to use ?

• Who Does It?

• What is the Input?

• What is the Output?

• For any IT solution development

• What method or technique to use ?

• Who Does It?

• What is the Input?

• What is the Output?

• Systematic and formal way of eliciting and representing information – A

• Does not mean that information cannot be expressed textually

• Organization - a legal entity that performs a

Metamodel of an Organization Model Definitions

Example of an Organization Model

• Situation : An IT solution helps speed up time taken to activate or enroll a

• Situation : An IT solution helps speed up time taken to activate or enroll a

Information not provided

• Region - a geographical area corresponding

Metamodel of a Location Model Definitions

Example of a Location Model

• Additional Information over Situation of Exercise 6 : The customer activation is done

Metamodel of a Collaboration Model

• Business Participant is an organization, department, role or system that

Business Process Catalog

2b Process Architecture Decomposition

2 Methods for Business Process Catalog Identification

Business Process Catalog

2b Process Architecture Decomposition

2 Methods for Business Process Catalog Identification

Business Process Catalog

2b Process Architecture Decomposition

2 Methods for Business Process Catalog Identification

– Step 1 : Identify the functions category (Core, Support, Management) in scope

Step 1 : Identify the functions category (Core, Support,

CORE Functions SUPPORT Functions MGMT Functions

Step 2 : For each functions category in scope, identify the

CORE Functions SUPPORT Functions MGMT Functions

Step 3 : For each key function identified in scope, identify

External Stakeholders (Outside Sales Function)

Step 4 : For each stakeholder group, identify the key input-

External Stakeholders (Outside Sales Function)

Step 5 : Identify 1 or more business process that provide

External Stakeholders (Outside Sales Function)

Metamodel of a Workflow Model

Example of a Workflow Model

– What level of granularity to depict an activity? Some thumb rules are :

• Additional information over situation in exercise 8 : The cash manager

Patterns/ Best Practices

Problem Space Solution Space