University of Toronto Business Process Automation Leave existing business processes as they are Modeling business processes Look for opportunities to automate parts of the process Can make an organisation more efficient has least impact on the business Why business processes Modelling concurrency and synchronization in business activities UML Activity Diagrams Department of Computer Science Business Processes Lecture 12 Modelling Enterprises University of Toronto Department of Computer Science Business Process Improvement Make moderate changes to the way the organisation operates Modelling organisational intent E g improve efficiency and or effectiveness of existing process Techniques Duration analysis activity based costing benchmarking i modelling language Modelling agents and the strategic dependencies between them Explaining these dependencies in terms of agents goals 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 expoit new technology Activity elimination consider each activity in turn as a candidate for elimination 1 Easterbrook 2004 University of Toronto University of Toronto Department of Computer Science Modelling Business Processes 2 Easterbrook 2004 Department of Computer Science Refresher Petri Nets Business processes involve Petri net syntax Places and transitions Multiple actors people business units Tokens possibly coloured 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 Before After Business Process Modelling Notation BPMN New emerging standard loosely based on pi calculus Easterbrook 2004 3 Easterbrook 2004 4 1 University of Toronto University of Toronto Department of Computer Science Example Department of Computer Science Example Activity Diagram Receive Order each line for item on order failed Check Line Item Authorize Payment Cancel Order in stock succeeded Assign to Order need to reorder Reorder Item Dispatch Order 5 Easterbrook 2004 University of Toronto University of Toronto Department of Computer Science Order Processing Receive Order succeeded Check Line Item in stock Cancel Order stock assigned to all line items and payment authorized Easterbrook 2004 Choose Outstanding Order Items Background provides a structure for asking why questions in RE models the organisational context for information systems based on the notion of an intentional actor Receive Supply Two parts to the model Strategic dependency model models relationships between the actors Strategic rationale model models concerns and interests of the actors for each chosen order item Assign to Order need to reorder Dispatch Order Stock Manager Developed in the early 90 s for each line item on order Authorize failed Payment Department of Computer Science i Activity Diagram with Swimlanes Finance 6 Easterbrook 2004 Reorder Item Assign Goods to Order 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 all outstanding order items filled SR model shows interactions between goals within each actor Shows task decompositions Shows means ends links between tasks and goals Add Remainder to Stock 7 Easterbrook 2004 8 2 University of Toronto Department of Computer Science University of Toronto E g Strategic Dependency Model E g Strategic Rationale Model 9 Easterbrook 2004 This diagram 2001 Eric Yu University of Toronto Department of Computer Science Easterbrook 2004 This diagram 2001 Eric Yu 10 Department of Computer Science Summary Need to understand business processes Existing business process to understand the problem Potential changes to the business process To investigate alternative solutions Need to understand organisational interdependencies How people depend on one another to achieve their goals How goals relate to tasks Easterbrook 2004 11 3
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