DOC PREVIEW
Toronto CSC 340 - Modelling Enterprises Lecture Notes

This preview shows page 1-2-3-4-5 out of 15 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 15 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 15 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 15 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 15 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 15 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 15 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 1Lecture 12:Modelling Enterprises Modeling business processes Why business processes? Modelling concurrency and synchronization in business activities UML Activity Diagrams Modelling organisational intent i* modelling language Modelling agents and the strategic dependencies between them Explaining these dependencies in terms of agents’ goalsUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 2Business Processes Business Process Automation Leave existing business processes as they are Look for opportunities to automate parts of the process Can make an organisation more efficient; has least impact on the business Business Process Improvement Make moderate changes to the way the organisation operates E.g. improve efficiency and/or effectiveness of existing process Techniques: Duration analysis; activity-based costing; benchmarking Business Process Reengineering Fundamental change to the way the organisation operates Techniques: Outcome analysis - focus on the real outcome from the customer’s perspective Technology analysis - look for opportunities to exploit new technology Activity elimination - consider each activity in turn as a candidate for eliminationUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 3Modelling Business Processes Business processes involve: Multiple actors (people, business units,…) Concurrent activities Explicit synchronization points E.g. some task cannot start until several other concurrent tasks are complete End-to-end flow of activities Choice of modelling language: UML Activity diagrams …based on flowcharts and petri nets Not really object oriented (poor fit with the rest of UML) Business Process Modelling Notation (BPMN) New (emerging) standard, loosely based on pi calculusUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 4Refresher: Petri NetsBefore:Before:After:After: Petri net syntax: Places and transitions Tokens (possibly coloured)University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 5ExampleUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 6Example Activity DiagramReceiveOrderReorderItemDispatchOrderCheckLine ItemAssign toOrderAuthorizePaymentCancelOrder[for each lineitem on order]*[in stock][need toreorder][succeeded][failed]University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 7Activity Diagram with SwimlanesReceiveOrderReorderItemDispatchOrderCheckLineItemAssign toOrder[for each lineitem on order]*[in stock][need toreorder][stock assigned toall line items andpayment authorized]AuthorizePaymentCancelOrder[succeeded][failed]ReceiveSupplyChooseOutstandingOrder ItemsAssign Goodsto Order[for each chosenorder item]*[all outstandingorder items filled]Add Remainderto StockOrderProcessingFinanceStockManagerUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 8Business process modeling - BPMN New standard released in 2004 Adds many detailed modeling elements to basic activity diagramsSource: adapted from White, 2005University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 9Simple ExampleSource: adapted from White, 2005University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 10Elaborating BPMN models…Source: adapted from White, 2005University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 11Events may change the flow Events can interruptactivities Activity stops Flow proceeds from the event For example: Activities can be transactions Transactions have double borders Compensation events occur when thetransaction doesn’t complete For example:Source: adapted from White, 2005University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 12i * Background Developed in the early 90’s provides a structure for asking ‘why’ questions in RE models the organisational context for information systems based on the notion of an “intentional actor” Two parts to the model Strategic dependency model - models relationships between the actors Strategic rationale model - models concerns and interests of the actors Approach SD model shows dependencies between actors: goal/softgoal dependency - an actor depends on another actor to attain a goal resource dependency - an actor needs a resource from another actor task dependency - an actor needs another actor to carry out a task SR model shows interactions between goals within each actor Shows task decompositions Shows means-ends links between tasks and goalsUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 13E.g. Strategic Dependency ModelThis diagram ©2001, Eric YuUniversity of TorontoDepartment of Computer Science© 2004-5 Steve


View Full Document

Toronto CSC 340 - Modelling Enterprises Lecture Notes

Documents in this Course
Scoping

Scoping

10 pages

Load more
Download Modelling Enterprises Lecture Notes
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Modelling Enterprises Lecture Notes and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Modelling Enterprises Lecture Notes 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?