7_to_infinity_beyond_aug.ppt
- 1. Process Analyst To Infinity and Beyond Copyright © 2009 SentientPoint, Inc. All Rights Reserved
- 2. Presenter Jack Hilty Managing Principal, SentientPoint, Inc. Jack Hilty is a Certified Business Architect CBA® and has 25 years of enterprise-wide experience in providing overall leadership in the design and development of Information Systems, specializing in business process management, change management, project management, service oriented and enterprise architecture. Jack is the Managing Principal at SentientPoint, Inc. and teaches at Northwestern University School of Continuing Studies and the University of Chicago Graham School. Jack is a member of the Association of Business Process Management Professionals (ABPMP), Executives’ Club of Chicago and President of the Business Architects Association® and teaches Business Architecture at DePaul University.
- 3. Agenda Key Issue The Evolution of the Design Team Past Roles Integrated Team The 3 C’s of Perspective Process Analyst Role Components of Abstract Thinking Perspective Cube Process Analyst as Pivot Point Skills, Experience and Personal Characteristics of a Process Analyst Communicating with the Business Team Communicating with the IT Team New Competency Levels for the Process Analyst Action Plan
- 4. Key Issue In organizations in which a Business Process Management approach have been adopted, teams are made up of individuals with specific responsibilities and expertise (business experts (SME), architects and technical experts). Each team member has a perspective framed by and directed to achieve his or her specific goals. They do not necessarily take into account the perspective of other team members with other responsibilities. The role of the process analyst is to ensure that all perspectives are represented, considered and accommodated.
- 5. The Evolution of the Design Team Past Roles Data Modeler Process Modeler Process Model Data Flow Model Functional Decomposition CRUD Matrix Dependency Diagrams Entity-Relationship Attribute Model Logical Data Model Physical Data Model Meta-Model Dictionary Services
- 7. Integrated Team Business & System Objectives Context Diagram Business Scenarios Process Models Business Model Definitions Enterprise Process Framework Taxonomy and Metadata Standards Sequence Diagrams Class Association Diagram Class Hierarchy Diagram Subject Matter Expert Process Analyst Business Knowledge And Expertise Enterprise Architect
- 8. The 3 C’s of Perspective: Concept – Business Process (ex: place an order) Content – Detail around the Process (i.e. people, places, data, processes) Context – Structure used to gather Content (i.e. Process Models, etc.)
- 9. Process Analyst Role Subject Matter Expert Process Analyst Enterprise Architect Content Context Concept Concept Content Context Concept Content Context Interpreter Interpreter
- 10. Abstract Thinking Thinking characterized by the ability to use concepts (Concept) and to make and understand generalizations, such as properties (Content), or pattern shared by a variety of specific items or events (Context). --The Free Dictionary How people naturally think. --Jack Hilty
- 12. People/Role A person is defined as the role an individual plays. A person may take on multiple roles, depending on the business situation or context. For example, a single person may be a customer, a salesperson, and a manager. Hint: When thinking about a role, focus on the characteristics of the role played by someone or something.
- 13. Places A place is an organizational designation (or grouping of people)--such as company, department, division, business unit, team--that is responsible for performing a business function.
- 14. Things A thing is a non-person tangible or intangible used or created by a business function. Examples: Products and Services, Data, Forms, Systems.
- 15. Processes A process is an activity performed to accomplish a specific business transaction. Examples: Order Inventory, Hire Employees, Contact Customer.
- 16. The Perspective Cube The Perspective Cube provides a way to look at collaborations/ responsibilities from a variety of perspectives. Publication Publisher View Reader View Advertiser View
- 17. In terms of the responsibilities of a publication, there are several different perspectives to consider. •To the Advertiser, a publication is a medium in which to place an ad to present a message to the public. •To readers, a publication is a source of information. •To the publisher, a publication is a source of revenue. The challenge is to adopt the proper perspective for each process. The Perspective Cube
- 18. Process Analysts need be bi-lingual and business- and techno-savvy to effectively perform as interpreter between team members with differing perspectives. To do this, they should focus on acquiring and enhancing skills, experience and personal characteristics necessary to transition to a BPM environment. Process Analyst as Pivot Point
- 19. Category Trait Skill (S), Experience (E), Or Personal Characteristic (C) Competency Required in a BPM Environment Analytical C Abstract Thinking/ Multiple Perspectives Mastery Analytical C Problem-Solving Mastery Analytical E Business Knowledge Intermediate Organizational S Planning Mastery Leadership C Social Skills Intermediate Leadership C Conflict Resolution Intermediate Technical E Keep Pace with Technology Advances Intermediate Communication S Interviewing Mastery Communication S Writing / Documentation Mastery Communication S Facilitation Intermediate Communication S Presentation Intermediate Skills, Experience & Personal Characteristics of a Process Analyst
- 20. Speaking a “Shared Language” and bridging the gap between business and IT benefits the organization by: Rapid development of business models designed from solid business processes Development of standards and best practices to create stable, scalable infrastructures with repeatable processes, procedures and policies Solutions dictated by business needs, rather than technology- driven Maximum return on technology, tools and personnel Organizational Benefits
- 21. Communicating with the Business Team Subject Matter Expert Content Context Concept Concept Content Context Interpreter Process Analyst To successfully translate business needs into business models, the Process Analyst needs intimate knowledge of the business functions from a business process perspective – as well as the organization’s strategic objectives.
- 22. Visualization: Envision a solution from a business process point of view rather than strictly a technology perspective; formulate and analyze multiple business perspectives (data, process, event, responsibility); employ creative thinking Focus: Understand the appropriate and realistic technologies needed to solve a business problem; see the big picture, yet still be detail-oriented; think beyond existing constraints and evaluate options Communication: Work with business experts; effectively communicate through pictures and words; facilitate design sessions using shared language To communicate effectively with the business team, the Business Analyst must be adept in the following areas:
- 23. Coalescence: Use ideas from past experiences and modify or extend them based on current business situations Decomposition: Simplify business processes and not be intimidated by complexity; identify and separate non- essential details for later review and resolution; organize and prioritize Action-oriented: Act as a conductor; keep the team on task and in sync and working together
- 24. Communicating with the IT Team To successfully translate a business model into a system solution, the Process Analyst must communicate a process-centric solution using service oriented design techniques to the architects. Given the more detail oriented, systematic and deductive mindset of the typical technologist, the Process Analyst must transition from abstract to linear thinking. Process Analyst Concept Concept Content Content Context Context Interpreter Enterprise Architect
- 25. To effectively communicate with the architects and technical team, the Process Analyst must be: Bi-lingual: Able to work with architects and developers; effectively communicate through business models; facilitate design sessions using shared language Techno-savvy: Know the capabilities and limitations of the technical environment; understand UML techniques and technical design standards and practices
- 26. New Competency Level Expectations for the Process Analyst The Process Analyst needs to learn new skills, master them to greater degrees of competency and gain additional experience. The Process Analyst must have business knowledge (a deep understanding of company business goals and processes) and technical knowledge (understanding the value of where to apply new and current technologies).
- 27. The Process Analyst must be able to define services and incorporate them into service oriented processes. The Process Analyst must be able to work with Subject Matter Experts and Architects to translate – or interpret - business models into system models. New Competency Level Expectations for the Process Analyst
- 28. Action Plan Given the proper learning situation and resources, a Process Analyst will rapidly develop the skills and competencies necessary for success. The most successful organizational learning environment is one where accelerated learning is encouraged and rewarded and is comprised of the following four proven approaches: Provide high quality training coursework and materials to drive new skill acquisition Provide opportunities to practice new skills under the guidance of a proven expert and mentor Provide opportunities to work on current initiatives so that new skills can be applied immediately in a real-world situation and refined based on hands-on experience Augment the development team on initial projects with outside experts who can mentor in-house staff until they attain the appropriate level of competency on necessary skills.
- 29. About SentientPoint, Inc. SentientPoint, Inc. is a Chicago-based firm that delivers business consulting, education, and mentoring services to large complex businesses that need to improve Business and IT integration. Jack Hilty is a Certified Business Architect CBA ® and has 25 years of enterprise-wide experience in providing overall leadership in the design and development of Information Systems, specializing in business process management, change management, project management, service oriented and enterprise architecture. Jack is the Managing Principal at SentientPoint, Inc. and teaches at Northwestern University School of Continuing Studies and the University of Chicago Graham School. Jack is a member of the Association of Business Process Management Professionals (ABPMP), Executives’ Club of Chicago and President of the Business Architects Association® and teaches Business Architecture at DePaul University. jhilty@sentientpoint.com www.SentientPoint.com 312-925-6841