How do I analyse and document an existing business
process using the Unified Modeling Language (UML)? - Part 1
Before we model a process, let's just quickly recap a few
things:
- Why
do we model business processes?
Businesses are complex systems, many
of which contain hierarchical structures of employees and departments. Whilst
each department can perform several functions, some business activities require
several inputs, crossing departmental boundaries. Businesses are traditionally
illustrated using organisation charts, dividing the organisation into discrete
departments or sections. Whilst these diagrams show how the business is
organised, they do not describe the business processes that flow horizontally
and affect all the vertical departments.
Organisation charts cannot capture:
- business
processes;
- resources
used in each process;
- rules
that govern the execution of each process;
- business
goals;
- problems
that hinder the achievement of business goals;
Good business modelling contains all
of this information. In fact the process of modelling in itself can form the
basis for making better decisions that result in a business that operates more
efficiently.
Business models are rarely accurate
or totally complete; they are often quite subjective interpretations of what
goes on. However their strength is that the exercise of 'abstraction' enables
us to create an overview without including minute details. After all, if we
included every detail, the model would be as complex as the actual business. So,
business process modelling should concentrate on the core business processes.
Identifying the core processes is the responsibility of the modeller.
Additionally we cannot expect
business models to always be realised in the future, as circumstances
inevitably change. However the following key points are arguments in favour of
producing business models:
·
They help us understand the key
mechanisms of an existing business. Models provide a clearer picture of roles and
responsibilities in organisations, and assist the training of employees.
·
They help us create information
systems that support the business. If we go to the trouble to describe a business, then we are
able to define the information systems that will be required to support the organisation's
needs. Using the Object Oriented (OO) approach, there is no reason why business
'objects' cannot be mapped straight to software 'objects', allowing the
business processes to drive the development of system infrastructures. A key
advantage of this method is that the effort can be focused on business
functionality, rather than changing the business to suit the software.
·
They help us improve the current
business structure. Business
modelling is an economic way of experimenting with alternative methods, and are
a good way to identify areas where change can occur.
·
They help us study a concept used by
a competitor. Models
can be quickly sketched and used to explore alternative approaches, or
'develop' the organisation on paper. The model might be a new idea, inspired by
modelling other businesses, or something that takes advantage of new
technologies, such as the Internet.
·
They help us identify opportunities
to outsource. Elements
of the business that have not been identified as 'core' can be delegated to
suppliers. Such models can be the specifications supplied to the suppliers.
Review Questions
Test your understanding of this topic with the following
questions.
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What is the
traditional method for describing an organisation? |
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Write down four key
aspects of Business Process Modelling. |
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How does the
software OO methodology relate to Business Process Modelling? |
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Think of a business
process that requires input from several departments in an organisation. Try
and describe this process with words, symbols, pictures or all three! |
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