How do I analyse and document an existing business process using the Unified Modeling Language (UML)?

 

Before we model a process, let's just quickly recap a few things:

 

     

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.

 

Organization Chart

Organisation charts cannot capture:

 

 

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.

 

What is the traditional method for describing an organisation?

 

 

Write down four key aspects of Business Process Modelling.

 

 

How does the software OO methodology relate to Business Process Modelling?

 

 

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!