Object Oriented Business Process Analysis

Comprehensive ObjectComprehensive Object
Oriented BusinessOriented Business
Process AnalysisProcess Analysis
A TOOLS'99 Tutorial byA TOOLS'99 Tutorial by
Graham McLeodGraham McLeod
Managing Partner, Inspired
Senior Lecturer, University of Cape Town
www.inspired.org mcleod@iafrica.com
I.T. ConsultingI.T. Consulting TrainingTraining ResearchResearch
INSPIREDINSPIRED
© Graham McLeod
tools99_SteveEditforPublish.prz 1 16-03-00

© Graham McLeod June 1999
Business ImperativesBusiness Imperatives
Enterprise ModelingEnterprise Modeling
StakeholdersStakeholders
Value ChainsValue Chains
Business ProcessesBusiness Processes
Business EngineeringBusiness Engineering
System Level ModelSystem Level Model
Mapping to Layered ArchitectureMapping to Layered Architecture
ConclusionConclusion
AgendaAgenda
© Graham McLeod

Business ImperativesBusiness Imperatives
1
12
2
3
4
5
6
7
8
9
10
11
© Graham McLeod

Global Pressures - Local ProblemsGlobal Pressures - Local Problems
CheaperFaster
Better
PROCESS
Requires
Quality
Cost
PRODUCT/SVC
Time
© Graham McLeod

Acceptable deployment time
Time
1950 1960 1970 1980 1990 2000
The Solutions GapThe Solutions Gap
Time to build
The
solution
gap
© Graham McLeod

Conventional SoftwareConventional Software
DevelopmentDevelopment
ProblemProblem
Require-Require-
mentsments
ProblemProblem
SolutionSolution
Time
Business DomainBusiness Domain
Technical DomainTechnical Domain
© Graham McLeod

Business / I.T. faced withBusiness / I.T. faced with
GlobalizationGlobalization
Demands for efficiencyDemands for efficiency
Demands for flexibility and rapid innovationDemands for flexibility and rapid innovation
Requirement for high quality and serviceRequirement for high quality and service
Technology discontinuityTechnology discontinuity
ReskillingReskilling
70% plus projects in consulting experience have70% plus projects in consulting experience have
reengineering elementreengineering element
© Graham McLeod

Process focusProcess focus
1950 1960 1970 1980 1990 2000
Resource
Organization
Process
Generations of Business Modeling
Simplifying operationsSimplifying operations
Reducing cycle timesReducing cycle times
Increasing added valueIncreasing added value
Cutting costsCutting costs
Improving reliabilityImproving reliability
Tightening vendorTightening vendor
relationshipsrelationships
Focusing on coreFocusing on core
competenciescompetencies
© Graham McLeod

Enterprise ModelingEnterprise Modeling
© Graham McLeod

In this moduleIn this module
We willWe will
See why Enterprise Modeling is usefulSee why Enterprise Modeling is useful
IntroduceIntroduce
Stakeholder and Value Chain concepts and modelsStakeholder and Value Chain concepts and models
An approach to Business Modeling from GMD in GermanyAn approach to Business Modeling from GMD in Germany
A simple Business Process Modeling notationA simple Business Process Modeling notation
Lay the foundation for future Business Engineering ("BPR")Lay the foundation for future Business Engineering ("BPR")
You willYou will
Build a stakeholder modelBuild a stakeholder model
Model an existing business processModel an existing business process
© Graham McLeod

Enterprise ModellingEnterprise Modelling
Efficiency is doing things rightEfficiency is doing things right
Effectiveness is doing the right thingsEffectiveness is doing the right things
Enterprise Modelling helps us to:Enterprise Modelling helps us to:
Keep projects and developments aligned with Corporate GoalsKeep projects and developments aligned with Corporate Goals
Identify high payback applications to apply scarce resourcesIdentify high payback applications to apply scarce resources
Prioritise development from the perspective of business needPrioritise development from the perspective of business need
and technical imperativeand technical imperative
Scope projects and systemsScope projects and systems
Variety of techniques including:Variety of techniques including:
Critical Success Factors (CSF's) [Rockart]Critical Success Factors (CSF's) [Rockart]
Functional Decomposition [I.E., Tetrarch,Functional Decomposition [I.E., Tetrarch,
Infomet, Method/1]Infomet, Method/1]
Value Chain Analysis [Porter]Value Chain Analysis [Porter]
Use Cases [Jacobson]Use Cases [Jacobson]
© Graham McLeod

Stakeholder PerspectiveStakeholder Perspective
The EnterpriseThe Enterprise
ClientClient
ShareShare
holderholder
EmployeeEmployee
SupplierSupplier
Money
Goods &
Services
Capital
Growth
Dividends
Investment
Effort/Knowledge
Remuneration
Benefits
Payment
Goods &
Services
© Graham McLeod

Porter Value Chain modelPorter Value Chain model
Information management
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound
Logistics
Operations Outbound
Logistics
Marketing
& Sales
Service
Margin
SupportActivities
© Graham McLeod

Value Chain cuts acrossValue Chain cuts across
functional boundariesfunctional boundaries
Corporation
Branch
Sales
Contract
with client
Mgmt
Approve
credit
Collections
Collect
deposit
Process
payments
Delivery
Deliver
goods
Head Office
Purchasing
Buy goods
Despatch
Send to
store
41 2 3 5
6
7
Business Process
© Graham McLeod

A set of advanced toolsA set of advanced tools
Developed by Ulrich Frank and colleagues at GMD
Strategic ViewStrategic View
Value chains. Goals.Value chains. Goals.
Corporate culture.Corporate culture.
Strategic Options.Strategic Options.
OrganisationalOrganisational
ViewView
Tasks. Events. Roles.Tasks. Events. Roles.
Office procedures.Office procedures.
Objects. BusinessObjects. Business
rules.rules.
IS ViewIS View
Classes. Procedures.Classes. Procedures.
User interfaces.User interfaces.
Associations.Associations.
Transactions.Transactions.
Object ModelObject Model
DesignerDesigner
Classes. Attributes.Classes. Attributes.
Constraints. DefaultConstraints. Default
Widgets. Services.Widgets. Services.
Associations.Associations.
Value Chain DesignerValue Chain Designer
Value Chains. ValueValue Chains. Value
Chain Activities.Chain Activities.
Resources. Costs.Resources. Costs.
Hypertext system
CommonCommon
ObjectObject
ModelModel
Office ProcedureOffice Procedure
DesignerDesigner
Activity Blocks.Activity Blocks.
Procedures.Procedures.
Documents. Roles.Documents. Roles.
States. User interface.States. User interface.
Throughput.Throughput.
© Graham McLeod

Value Chain AttributesValue Chain Attributes
StakeholdersStakeholders
IdentityIdentity
ContributionContribution
ExpectationExpectation
StepsSteps
InboundInbound
OperationsOperations
OutboundOutbound
Marketing and SalesMarketing and Sales
ServiceService
ProcessesProcesses
Products and ServicesProducts and Services
Performance LevelsPerformance Levels
MeasureMeasure
CurrentCurrent
RequiredRequired
Problems and ConcernsProblems and Concerns
OpportunitiesOpportunities
© Graham McLeod

Linking Business and SystemLinking Business and System
ModelsModels
..scan..
Enterprise Level
Value Chain
Business Process
System
Level Event
Models
One
One per
Major
Business
Event
One per
Initiating
Trigger
© Graham McLeod

ModelingModeling
Business ProcessesBusiness Processes
© Graham McLeod

Sources of ideasSources of ideas
Previous work on integrating Memo and Martin/Odell OOA methodPrevious work on integrating Memo and Martin/Odell OOA method
Stakeholder modelsStakeholder models
Value chain identification (ala Porter)Value chain identification (ala Porter)
Business process models (ala GMD)Business process models (ala GMD)
Integration to Martin/Odell event modelsIntegration to Martin/Odell event models
Design mapping to layered architecture based upon MVCDesign mapping to layered architecture based upon MVC
(Smalltalk/Xerox PARC)(Smalltalk/Xerox PARC)
Classical BPR principles (Hammer, Champey, Davenport)Classical BPR principles (Hammer, Champey, Davenport)
David Taylor (Enterprise Engines) convergent engineering approachDavid Taylor (Enterprise Engines) convergent engineering approach
InspiredInspired ArchitectureArchitecture and Strategy workand Strategy work
UML variant in '98UML variant in '98
© Graham McLeod

Two approaches:Two approaches:
Document currentDocument current
Then analyse and improveThen analyse and improve
Pro'sPro's
Can be evolutionary, non disruptive, low riskCan be evolutionary, non disruptive, low risk
Don't change what we don't understandDon't change what we don't understand
Allows attacking theAllows attacking the realreal problem (80/20)problem (80/20)
Con'sCon's
Can require much work, timeCan require much work, time
Can incorporate too many current constraintsCan incorporate too many current constraints
Design new from scratchDesign new from scratch
Top down based upon desired outcomesTop down based upon desired outcomes
Pro'sPro's
"Blue sky" unconstrained by past experience"Blue sky" unconstrained by past experience
Lateral "out of box" thinkingLateral "out of box" thinking
New technology easily incorporatedNew technology easily incorporated
Con'sCon's
Solving wrong problemSolving wrong problem
Disruptive and riskyDisruptive and risky
Not understanding the complexitiesNot understanding the complexities
Modeling the Business ProcessModeling the Business Process
© Graham McLeod

Only do what we have toOnly do what we have to
Pareto principlePareto principle
Use generic models/patterns forUse generic models/patterns for
standard processesstandard processes
Object maintenance (Add, Change, Delete, Query,Object maintenance (Add, Change, Delete, Query,
Report)Report)
Well understood parts of domain (scheduling, leastWell understood parts of domain (scheduling, least
cost analysis, delivery routing...)cost analysis, delivery routing...)
Concentrate on core value adding processesConcentrate on core value adding processes
That consume significant resourcesThat consume significant resources
Are critical to desired product/service deliveryAre critical to desired product/service delivery
© Graham McLeod

Same notation forSame notation for currentcurrent andand futurefuture
ShowShow complete business processcomplete business process
includingincluding manual, partially computerisedmanual, partially computerised andand
fully automatedfully automated processesprocesses
Indicate how process isIndicate how process is initiatedinitiated
IdentifyIdentify actorsactors involvedinvolved
SequenceSequence andand dependenciesdependencies of activitiesof activities
Based uponBased upon state of business objectsstate of business objects affectedaffected
Requires high level businessRequires high level business object domain modelobject domain model (class(class
diagram)diagram)
Allow synchronous, asynchronous and parallel activitiesAllow synchronous, asynchronous and parallel activities
Show possibleShow possible outcomesoutcomes
which canwhich can triggertrigger other stepsother steps
Steps can represent otherSteps can represent other embedded processesembedded processes
Must beMust be instrumentedinstrumented to allowto allow analysisanalysis andand improvementimprovement
Business Process Model RequirementsBusiness Process Model Requirements
Student
Complete
Applic.Form
for Degree
Capture
Form
Verify
complete
& rules
adherence
Resolve
missing
info
Evaluate
PostGrad
Applic.
Evaluate
PostGrad
Applic.
Info
missing
PostGrad
UnderGrad
Acceptance
or rejection
© Graham McLeod

Usable with users, analysts andUsable with users, analysts and
designers (and in JAD sessions)designers (and in JAD sessions)
Familiar techniquesFamiliar techniques
Wide support in industryWide support in industry
Object orientationObject orientation
CASE tool availabilityCASE tool availability
Easy transition to rigorous design-Easy transition to rigorous design-
level modelslevel models
Ability to show location,Ability to show location,
responsibilityresponsibility
Ability to link resourcesAbility to link resources
Business Process Model DesirementsBusiness Process Model Desirements
Student
Complete
Applic.Form
for Degree
Capture
Form
Verify
complete
& rules
adherence
Resolve
missing
info
Evaluate
PostGrad
Applic.
Evaluate
PostGrad
Applic.
Info
missing
PostGrad
UnderGrad
Acceptance
or rejection
© Graham McLeod

Finding a home within UMLFinding a home within UML
We rejectedWe rejected
Sequence diagrams - not easy to use in JAD sessions, no parallel andSequence diagrams - not easy to use in JAD sessions, no parallel and
asynchronous activity. More appropriate at "design" level due to detailasynchronous activity. More appropriate at "design" level due to detail
Collaboration diagrams - similar to aboveCollaboration diagrams - similar to above
State diagrams - single object type. Business processes affect many typesState diagrams - single object type. Business processes affect many types
of objectsof objects
We choseWe chose activity diagramsactivity diagrams
Sense of flow and dependenciesSense of flow and dependencies
Show parallel and asynchronous activity easily, also synchronisationShow parallel and asynchronous activity easily, also synchronisation
where requiredwhere required
Swim lanes allow geographic or organizational topology to be addedSwim lanes allow geographic or organizational topology to be added
Represent processes requiring multiple state changes across variousRepresent processes requiring multiple state changes across various
domain objectsdomain objects
Closest to event models used previouslyClosest to event models used previously
Contrary to UML advice to use these "for internal design"Contrary to UML advice to use these "for internal design"
Supported by Fowler and Scott inSupported by Fowler and Scott in UML DistilledUML Distilled
© Graham McLeod

UML Activity DiagramUML Activity Diagram
Similar in concept to OdellSimilar in concept to Odell
event models with innovationevent models with innovation
of "swim lanes" for eventsof "swim lanes" for events
affecting a particular classaffecting a particular class
"Customer Pays" is an"Customer Pays" is an
external activity in theexternal activity in the
processprocess
Invoice
Customer
Ship
Goods
Process
Payment
Order
Satisfied
Receive
Order
Pick
Product
Customer
Pays
Close
Order
[Order Accepted]
[Order Rejected]
© Graham McLeod

Standard UML NotationStandard UML Notation
A.A.ActivityActivity
B.B. External ActivityExternal Activity
C.C.TriggersTriggers
D.D.Synchronisation BarSynchronisation Bar
E.E. AnnotationAnnotation
We use to note outcomesWe use to note outcomes
F.F. Start and TerminateStart and Terminate
G.G.Swim laneSwim lane
A
B
A
AF
F
D
[OK]
[NOT OK]
G
© Graham McLeod

Denoting activity typesDenoting activity types
Extend by using UML stereotypeExtend by using UML stereotype
mechanism to denote type of activitymechanism to denote type of activity
TextText
<<manual>><<manual>>
<<supported>><<supported>>
<<automated>><<automated>>
<<embedded>><<embedded>>
IconsIcons
We tend to use rounded rectangles in place of ovals, since it easier to fit
descriptive text..
Manual
Computer
Supported
Manual
Fully
Automated
Embedded
+
+
© Graham McLeod

Agents, Inputs, OutputsAgents, Inputs, Outputs
Agents (actors)Agents (actors)
InternalInternal
ExternalExternal
Inputs and OutputsInputs and Outputs
Links between an Agent and an ActivityLinks between an Agent and an Activity
normally involve input or outputnormally involve input or output
On high level models, we can just name themOn high level models, we can just name them
on the "flow"on the "flow"
On more detailed models we can show themOn more detailed models we can show them
thus, and define their attributes in detailthus, and define their attributes in detail
Types define the medium e.g. Form, OnlineTypes define the medium e.g. Form, Online
entry, Magnetic Cardentry, Magnetic Card
IO Type
Course
Result
IO ID
© Graham McLeod

A context or use case modelA context or use case model
Conduct
Withdrawal
Funds
Check
Bank
Client
Bank
ATM
Card
Cash
Advice
Slip
© Graham McLeod

TriggersTriggers
Activities are triggered byActivities are triggered by
Input from AgentInput from Agent
Outcome from another activityOutcome from another activity
Time (reached or elapsed)Time (reached or elapsed)
End of
Month
Charge
Interest
© Graham McLeod

Outcomes (high level models)Outcomes (high level models)
Expressed as an annotation emergingExpressed as an annotation emerging
from an Activity to distinguish flowfrom an Activity to distinguish flow
possibilitiespossibilities
Can have a probability e.g. .2 or 20%Can have a probability e.g. .2 or 20%
An activity can generate severalAn activity can generate several
outcomes..outcomes..
Sometimes these will be disjointSometimes these will be disjoint
(i.e. only one of several may occur)(i.e. only one of several may occur)
We show this with a synchronisationWe show this with a synchronisation
barbar
Outcome specification will be moreOutcome specification will be more
rigorous later..rigorous later..
Assess Credit
Risk
OK
BAD
Check
Medical
Accept .8 Decline .2
Info
Request
© Graham McLeod

Business Process ModelBusiness Process Model
Complete
Applic.Form
for Degree
Capture
Form
Resolve
missing
info
Evaluate
PostGrad
Applic.
Evaluate
PostGrad
Applic.
Info
missing
PostGrad
UnderGrad
Student
Relations
Administration
Academic
Dept.
Acceptance
or rejection
Verify
complete
& rules
adherence
Student
Application
.2
.6
.2
© Graham McLeod

Selective InvocationSelective Invocation
Either trigger could causeEither trigger could cause
the statement to bethe statement to be
produced.produced.
End of
Month
Statement
Request
Produce
Statement
Produce Statement will only beProduce Statement will only be
triggered if a statement is requestedtriggered if a statement is requested
and the account has a non-zeroand the account has a non-zero
balancebalance
Although default is "AND",
the control condition can
contain any evaluation
required (see Rules)
Produce
StatementStatement
Request
Update
Account
Account
Balance <> 0
© Graham McLeod

RulesRules
Can be specified anywhereCan be specified anywhere
As simple text on high level modelsAs simple text on high level models
Or identified by diamond with reference to rule baseOr identified by diamond with reference to rule base
Class names are highlightedClass names are highlighted
All data items mentioned shouldAll data items mentioned should
be defined in domain modelbe defined in domain model
If StockOnHand < ReorderLevel
and no PURCHASE ORDER issued
then ...
When QuantityOnHand < TotalDailyOrders for PRODUCT
issue to CUSTOMERS with PriorityStatus 1 first,
place BACKORDERS for CUSTOMERS not satisfied
StockOnHand = PhysicalStock - CommittedStock
© Graham McLeod

ResourcesResources
Activities can consumeActivities can consume
resourcesresources
Resources can be specified inResources can be specified in
activity propertiesactivity properties
but can also be shown on thebut can also be shown on the
model if desiredmodel if desired
Link to activityLink to activity
Show type if usefulShow type if useful
Specify consumption per activity perSpecify consumption per activity per
passpass
Type or individual can specify numberType or individual can specify number
available as a constraintavailable as a constraint
Counter
Assistant
Resource
Type
Fill Form
5 mins
© Graham McLeod

Swim lanes and bounding boxesSwim lanes and bounding boxes
Can be used to showCan be used to show
Organizational responsibilityOrganizational responsibility
Geographic locationGeographic location
Logical Transaction Start andLogical Transaction Start and
CommitCommit
Business Objects AffectedBusiness Objects Affected
(system level models)(system level models)
Platform for deployment (design level models)Platform for deployment (design level models)
Could have several layers or overlays per modelCould have several layers or overlays per model
A
B
A
AF
F
D
[OK]
[NOT OK]
G
© Graham McLeod

A real world exampleA real world example
Open
Application
Record
Application &
AttachmentsApplicant
Receive
Postal
Application
Record Fees
Received
Validate for
Completeness
Record Return &
Problem
Fees
No Fees
Serious
Omission
Establish ID of
Applicant
Capture Initial
Details for new
ISIS person +
Validate/Update
Existing Details
+
Existing
New
Capture
Application +
Too Late
(Policy)
Note 1
Notes: 1. Name, What applied for, what attached, App form no, ID?
2. Capture supporting info, results, school history, Personal report
Post School experience, applications (academic, housing, funding)
Note 2
ISIS - Process Application
Business Process Model - Dec 1996
Page 1 of 2
Deposit
Fees
Received
+
Post Back to
Applicant
To next
sheet
© Graham McLeod

Process PropertiesProcess Properties
Specified per diagramSpecified per diagram
Volume per unit timeVolume per unit time
Current experienced durationCurrent experienced duration
(best, average, worst)(best, average, worst)
Current cost per invocationCurrent cost per invocation
Desired target duration and costDesired target duration and cost
Process OwnerProcess Owner
Plus all that is apparent from contained symbolsPlus all that is apparent from contained symbols
e.g. User community, related processes, inputse.g. User community, related processes, inputs
and outputs..and outputs..
© Graham McLeod

Properties per ActivityProperties per Activity
Minimum, average and maximum duration (current, target)Minimum, average and maximum duration (current, target)
Lead time before commencementLead time before commencement
Organizational responsibilityOrganizational responsibility
Resources consumedResources consumed
type, unit of measure and consumption (min max avg)type, unit of measure and consumption (min max avg)
Number of serversNumber of servers
Geographic location(s)Geographic location(s)
Cost of performing the activity once (current, target)Cost of performing the activity once (current, target)
For triggers emerging from an activity, state for each pathFor triggers emerging from an activity, state for each path
and probability that it is followed (and probability that it is followed (11=certainty)=certainty)
© Graham McLeod

Analysis FacilitatedAnalysis Facilitated
Determining duration of overall processDetermining duration of overall process
Critical Path Method techniques (ex. Project Management)Critical Path Method techniques (ex. Project Management)
Project Evaluation and Review Techniques (PERT) canProject Evaluation and Review Techniques (PERT) can
determine likelihood of various timesdetermine likelihood of various times
For online, take one transactionFor online, take one transaction
For batch, calculate runtime for all togetherFor batch, calculate runtime for all together
Cost of performing the processCost of performing the process
Selected cost times path probabilities (1 time)Selected cost times path probabilities (1 time)
X volume to get overall costsX volume to get overall costs
© Graham McLeod

More AnalysisMore Analysis
Resources consumedResources consumed
Queuing effects can be examinedQueuing effects can be examined
Queuing will occur if arriving requests take longerQueuing will occur if arriving requests take longer
to process than the arrival intervalto process than the arrival interval
Can look at an average overall or individualCan look at an average overall or individual
scenarioscenario
Various alternative scenarios easily comparedVarious alternative scenarios easily compared
What if we replace mail with e-mail?What if we replace mail with e-mail?
What if we fully automate routine cases?What if we fully automate routine cases?
© Graham McLeod

Assurance Domain ModelAssurance Domain Model
Emp History
Client
Will
Occup.
Mar
Type
Enterprise
Legal
Person
Real
Person
CCTrust
Co P'ship
Consultant
Visit
Dis-
ability
Invest-
ment
Life
Cover
Role
With-
drawal
Benefit
Contract
Proff.IndividGroup Foreign
Collection
Fin.Inst
Attorney
Insurer
Debit
Order
Stop
Order
Med.
Schem.
Prov
Fund
Life
Pension
RAAnnuity
Medical
Unit
Trust
Term
Life
Children
Spouse
Doctor
Medical
Report
Employer
Attorney
Co-Dir
Partner
e.g. Policy Owner
Life Assured
Payer
Beneficiary
*
0..1
*
*
*
*
*
*
*
*
*
**
*
* *
1 *
*
1
*
*
*
*
Role
Type
*
Contract
Type
*
© Graham McLeod

An Assurance ApplicationAn Assurance Application
Complete
Application
Form
Application
Completeness
Check
Application
Capture
Poll
Applications
per Branch
Capture
Medical
Underwrite
Check Bank
Details
Issue
Contract
Advise Client
Credit
Commission
Assess
Medical
Rejected
Low Risk
High Risk
Not OK
OK
Load
Premium
Client Premises Branch Office Head Office
Client/
Agent
Doctor
Form
App1
Initial Medical Report
© Graham McLeod

Assurance Current Process AnalysisAssurance Current Process Analysis
Best case duration 3 days 38 minsBest case duration 3 days 38 mins
Average duration 3 days 1 hr 12 minsAverage duration 3 days 1 hr 12 mins
Average cost R326 (about US$ 72)Average cost R326 (about US$ 72)
Longest delay: waiting for medical reportLongest delay: waiting for medical report
No major savings by speeding up head officeNo major savings by speeding up head office
processesprocesses
Fully automated functions much cheaper thanFully automated functions much cheaper than
computer supported onescomputer supported ones
Automation will save costsAutomation will save costs
Head office Underwriting is under staffedHead office Underwriting is under staffed
© Graham McLeod

Module ReferencesModule References
Comcon, 1986, The Tetrarch/1 Strategic InformationComcon, 1986, The Tetrarch/1 Strategic Information
Planning Methodology, Comcon (Pty) Ltd.Planning Methodology, Comcon (Pty) Ltd.
Frank, Ulrich, 1994, Memo: A tool SupportedFrank, Ulrich, 1994, Memo: A tool Supported
Methodology for Analyzing and (Re-) Designing BusinessMethodology for Analyzing and (Re-) Designing Business
Information Systems, in Ege, R; Singh, M; Meyer, B (Hg):Information Systems, in Ege, R; Singh, M; Meyer, B (Hg):
Technology of Object Oriented Languages and Systems,Technology of Object Oriented Languages and Systems,
Prentice Hall pp 367-380Prentice Hall pp 367-380
Jacobson, Ivar; Ericsson, Maria & Jacobson, Agneta, 1994,Jacobson, Ivar; Ericsson, Maria & Jacobson, Agneta, 1994,
The Object Advantage: Business Process ReengineeringThe Object Advantage: Business Process Reengineering
with Object Technology, Addison Wesleywith Object Technology, Addison Wesley
Robson, Wendy, 1997, Strategic Management &Robson, Wendy, 1997, Strategic Management &
Information Systems (Second Edition), Pitman PublishingInformation Systems (Second Edition), Pitman Publishing
© Graham McLeod

Business EngineeringBusiness Engineering
© Graham McLeod

We willWe will
Look at the pressures facing businessLook at the pressures facing business
Identify some "classic" BPR approachesIdentify some "classic" BPR approaches
Explore a few case studiesExplore a few case studies
Look at BPR principles and opportunitiesLook at BPR principles and opportunities
Explore the emerging concepts of Convergent EngineeringExplore the emerging concepts of Convergent Engineering
Linked Business/IT developmentLinked Business/IT development
Sustainable re-engineeringSustainable re-engineering
Self optimizing processesSelf optimizing processes
See how to balance innovation and process improvementSee how to balance innovation and process improvement
You willYou will
Re-engineer a business process, reflecting the changes in aRe-engineer a business process, reflecting the changes in a
business process modelbusiness process model
© Graham McLeod

The changing shape of theThe changing shape of the
organizationorganization
Slow
Distorting
Inefficient
Lean
Flexible
Effective
© Graham McLeod

Serial vs Parallel flowSerial vs Parallel flow
© Graham McLeod

Debunking the MythsDebunking the Myths
Information can only be in one place at a timeInformation can only be in one place at a time Shared DatabaseShared Database
CommsComms
Only experts can perform complex workOnly experts can perform complex work Expert SystemsExpert Systems
Must choose between centralised and decentralisedMust choose between centralised and decentralised Comms NetworksComms Networks
Managers make all decisionsManagers make all decisions DSSDSS
Empowered StaffEmpowered Staff
Field offices required to support personnel and formsField offices required to support personnel and forms Wireless CommsWireless Comms
Cellular PhonesCellular Phones
NotebooksNotebooks
Personal contact with clients is vitalPersonal contact with clients is vital e-mail, tele / videoe-mail, tele / video
conference, EDIconference, EDI
Manual tracking of progress/ movementManual tracking of progress/ movement Tracking systemsTracking systems
TranspondersTransponders
Plans revised on fixed infrequent cyclePlans revised on fixed infrequent cycle Ongoing adaptationOngoing adaptation
RapidRapid
CommunicationCommunication
Adapted in part from Hammer & Champy, Reengineering the Corporation
© Graham McLeod

Business Re-EngineeringBusiness Re-Engineering
Looks at ways in which business can beLooks at ways in which business can be
changed...changed...
to be more effective in delivering value and service toto be more effective in delivering value and service to
customerscustomers
enhancing benefits for other stakeholders through...enhancing benefits for other stakeholders through...
innovationinnovation
improved qualityimproved quality
greater efficiencygreater efficiency
faster responsefaster response
rapid adaptabilityrapid adaptability
Looks at technology as an enabler to implement,Looks at technology as an enabler to implement,
support and accelerate these changessupport and accelerate these changes
Cuts across traditional Organizational and systemCuts across traditional Organizational and system
boundariesboundaries
Focuses on the customer, stakeholders and theFocuses on the customer, stakeholders and the
value chain(s) producing value to these groupsvalue chain(s) producing value to these groups
Slow Business is
No Business !
© Graham McLeod

Ford Purchase Management -Ford Purchase Management -
BeforeBefore
Purchasing
Supplier
Materials
Accounts
Payable
Head Office
Plant
Purchase
Order
2
Purchase Order
3
Payment
7
Invoice
5
Receipt
6
Goods
4
Request
1
500 staff
Complex reconcilliation
Very slow
© Graham McLeod

Ford Purchase Management - AfterFord Purchase Management - After
Materials
Supplier
Plant
Head Office
Rejections
Purchase Order
Cheque
Goods
Staff reduction by 75%
Quality of delivery ++
Very quick turnaround
Computer
System Inventory
Database
Production
Schedule
© Graham McLeod

Hammer's BPR PrinciplesHammer's BPR Principles
Organize around outcomes, not tasksOrganize around outcomes, not tasks
Have those who use the output of the process performHave those who use the output of the process perform
the processthe process
Subsume information processing work into the real workSubsume information processing work into the real work
that produces the informationthat produces the information
Treat geographically dispersed resources as though theyTreat geographically dispersed resources as though they
were centralisedwere centralised
Link parallel activities instead ofLink parallel activities instead of
integrating their resultsintegrating their results
Put the decision point where the workPut the decision point where the work
is performed, and build control into the processis performed, and build control into the process
Capture information once, and at the sourceCapture information once, and at the source
© Graham McLeod

BPR at Mutual Benefit LifeBPR at Mutual Benefit Life
CaseCase
ManagerManager
CaseCase
ManagerManager
CaseCase
ManagerManager
UnderwriterUnderwriter
PhsyicianPhsyician
ExpertExpert
SystemSystem
ExpertExpert
SystemSystem
ExpertExpert
SystemSystem
DatabasesDatabases
PCsPCs
MFMF
Case Managers have fullCase Managers have full
autonomyautonomy
Good turnaround - 4hrsGood turnaround - 4hrs
Avg 2 - 5 daysAvg 2 - 5 days
100 field office positions100 field office positions
eliminatedeliminated
Double volume of work handledDouble volume of work handled
Source: M Hammer, HBR, 1990Source: M Hammer, HBR, 1990
© Graham McLeod

Five Steps in BPRFive Steps in BPR
Davenport & Short, Sloan Management Review, 1990Davenport & Short, Sloan Management Review, 1990 suggest:suggest:
Develop business vision and process objectivesDevelop business vision and process objectives
Identify processes to be redesignedIdentify processes to be redesigned
Understand and measure the existingUnderstand and measure the existing
processesprocesses
Identify I.T. leversIdentify I.T. levers
Design and Prototype the new processDesign and Prototype the new process
To which we add:To which we add:
Ensure consultation and buy-in of affected partiesEnsure consultation and buy-in of affected parties
Measure effectiveness of new process as "proof of concept"Measure effectiveness of new process as "proof of concept"
Ensure scalability and repeatabilityEnsure scalability and repeatability
Market and routinizeMarket and routinize
© Graham McLeod

A re-engineered processA re-engineered process
ISIS - Progress/Review Application
Business Process Model - Dec 1996
Deposit
Arriving
Record
Deposit
Examine
overall status
of application.
Advise parties
on change in
status
Offer
Accepted
Funding
Confirmed
Missing
Information
Received
Results
Received
Change of
Application
Capture
Acceptance
Record
Funding
Capture
Information
+
Update
Affected
Applicants
Issue new
ofer
Application
Recorded
AcademicHousing
Individual
Deposit
External
Funding
University
Sources
1
12
2
3
4
5
6
7
8
9
10
11
DAILY
Rules
Change
Offer
Status
Withdraw
Offer
Advise
Applicant +
Refer
Decisions +
BigEvaluation
This process should be about 2/3
Automated moving up to about 85% with
full implementation of AARP.
Routine Decisions
to
be grouped ,
exceptions
highlighted for
attention
© Graham McLeod

Divergent Models of Business andDivergent Models of Business and
SoftwareSoftware
Leads to inaccurate
translation
Long project times
Unresponsive to
Business
Difficult to change
© Graham McLeod

Adaptive Software DevelopmentAdaptive Software Development
Business DomainBusiness Domain
Technical DomainTechnical Domain
Time
Opera-
tions
Opera-Opera-
tionstions
SupportSupport
systemsystem
SupportSupport
SystemSystem
Adapted from Dr David Taylor, Enterprise Engines Inc.
Requires: Rich Models
High Fidelity, Rapid Conversion of Models to Executable systems
Ability to "Simulate the Business"
© Graham McLeod

A Layered ArchitectureA Layered Architecture
SALES SERVICING
PRODUCT DEVELOPMENT
Views &
Controls
Business
Models
Legacy
Systems
Models must fully express
business objects, rules
Must be modifiable in
real time
Include: Information,
Workflow/Process,
Integration with Legacy,
Business rules/constraints,
Financial and other
measures
Concurrent "now" and
"alternate" scenarios
Consistent model must support: Representation, Simulation,
Execution
© Graham McLeod

A "flat" design
A design with "chunks"
Architecture Approach reducesArchitecture Approach reduces
complexitycomplexity
© Graham McLeod

Design ofDesign of complete business processcomplete business process
includingincluding manual, partially computerisedmanual, partially computerised
andand fully automatedfully automated processesprocesses
Control mechanismsControl mechanisms (constraints,(constraints,
responsibilities (of individuals andresponsibilities (of individuals and
workgroups)) and estimated timing andworkgroups)) and estimated timing and
costs of activities - allow comparison ofcosts of activities - allow comparison of
alternative approachesalternative approaches
UseUse concept ofconcept of outcomes andoutcomes and
document statesdocument states, where "documents", where "documents"
can be rich hypertext or compositecan be rich hypertext or composite
documents including a variety of classesdocuments including a variety of classes
and abstract data typesand abstract data types
Business Process DesignBusiness Process Design
Student
Complete
Applic.Form
for Degree
Capture
Form
Verify
complete
& rules
adherence
Resolve
missing
info
Evaluate
PostGrad
Applic.
Evaluate
PostGrad
Applic.
Info
missing
PostGrad
UnderGrad
Acceptance
or rejection
© Graham McLeod

Automated dispatchingAutomated dispatching and queuing ofand queuing of
documents to clerks and other agentsdocuments to clerks and other agents
can later be supported via workflow toolscan later be supported via workflow tools
AA procedure managerprocedure manager cancan
monitor performance and handlemonitor performance and handle
exceptions:exceptions:
- think about how to tell if the- think about how to tell if the
process is working effectivelyprocess is working effectively
from a business perspectivefrom a business perspective
Performance modelPerformance model can becan be
built to determine what informationbuilt to determine what information
is needed to perform each process optimallyis needed to perform each process optimally
Above two elements should be added toAbove two elements should be added to Domain ModelDomain Model
Business Process DesignBusiness Process Design
Student
Complete
Applic.Form
for Degree
Capture
Form
Verify
complete
& rules
adherence
Resolve
missing
info
Evaluate
PostGrad
Applic.
Evaluate
PostGrad
Applic.
Info missing
PostGrad
UnderGrad
Acceptance
or rejection
© Graham McLeod

Complete
Application
Form
Capture
Medical
Underwrite
Check Bank
Details
Issue Contract
Advise Client
Credit
Commission
Assess
Medical
Rejected
Low Risk
High Risk
Not OK
OK
Load
Premium
Client Premises Head Office
Client/
Agent
Doctor
Doctor Premises
Branch eliminated
Reps have notebooks and cellphones
Medical reports via internet
Later Head Office processes fully automated
Best case duration 2 hr 27 min
Average cost reduced to R213 (US$ 47)
Substantial resource savings
Reengineered Assurance ProcessReengineered Assurance Process
© Graham McLeod

Why BPR can failWhy BPR can fail
Lack of management commitment and followLack of management commitment and follow
throughthrough
Targeting too many areasTargeting too many areas
Lack of measurementLack of measurement
Jobs are threatenedJobs are threatened
Loss of core competenciesLoss of core competencies
No change from command and control toNo change from command and control to
empowermentempowerment
Lack of adequate or timely I.T. supportLack of adequate or timely I.T. support
Lack of involvement by stakeholders at all levelsLack of involvement by stakeholders at all levels
Internal rather than external focusInternal rather than external focus
Not doing the necessary training, counsellingNot doing the necessary training, counselling
Not changing the incentive systemsNot changing the incentive systems
© Graham McLeod

InnovationInnovation
New IdeasNew Ideas
RadicalRadical
nn x changex change
UnreliableUnreliable
InvasiveInvasive
High RiskHigh Risk
"Western""Western"
BPR
RAD
© Graham McLeod

Continuous Improvement -Continuous Improvement - KaizenKaizen
Slow, incrementalSlow, incremental
improvementsimprovements
..nn times improvementtimes improvement
ReliableReliable
Not disruptiveNot disruptive
SustainableSustainable
TQM
Sw Eng
CMM
© Graham McLeod

Combining for sustainable, rapidCombining for sustainable, rapid
improvementimprovement
One-time radical changeOne-time radical change
leading to..leading to..
FrameworkFramework
Innovation in isolated cellsInnovation in isolated cells
Kaizen in cells and inKaizen in cells and in
overall processoverall process
Prove innovations via pilotProve innovations via pilot
before deploymentbefore deployment
© Graham McLeod

Defined
Process
Defined
Product
Perform
Process
Quality
Check
Collect
Results,
Measure
Norms and
History
Review and Revise
Evaluate Pilot Measure Integrate
Innovations
Research
Group
n people
Process
&
Methods
Support
2n people
Project
Teams
20n
people
Sustainable Innovation ModelSustainable Innovation Model
© Graham McLeod

Davenport, T H, 1993, Process Innovation: Re-engineering Work throughDavenport, T H, 1993, Process Innovation: Re-engineering Work through
Information Technology, Harvard Business School PressInformation Technology, Harvard Business School Press
Frank, Ulrich, 1994, Memo: A tool Supported Methodology for Analyzing and (Re-)Frank, Ulrich, 1994, Memo: A tool Supported Methodology for Analyzing and (Re-)
Designing Business Information Systems, in Ege, R; Singh, M; Meyer, B (Hg):Designing Business Information Systems, in Ege, R; Singh, M; Meyer, B (Hg):
Technology of Object Oriented Languages and Systems, Prentice Hall pp 367-380Technology of Object Oriented Languages and Systems, Prentice Hall pp 367-380
Hammer, Michael, 1990,Hammer, Michael, 1990, Re-Engineering Work: Don't Automate, Obliterate,Re-Engineering Work: Don't Automate, Obliterate,
Harvard Business Review, July-Aug p 104-12Harvard Business Review, July-Aug p 104-12
Jacobson, Ivar; Ericsson, Maria & Jacobson, Agneta, 1994, The Object Advantage:Jacobson, Ivar; Ericsson, Maria & Jacobson, Agneta, 1994, The Object Advantage:
Business Process Reengineering with Object Technology, Addison WesleyBusiness Process Reengineering with Object Technology, Addison Wesley
McLeod, Graham, 1998, Extending UML for Enterprise and Business ProcessMcLeod, Graham, 1998, Extending UML for Enterprise and Business Process
Modeling, UML'98 Conference, Mulhouse, FranceModeling, UML'98 Conference, Mulhouse, France
Porter, M E, and Millar, V E, 1985, How Information gives you CompetitivePorter, M E, and Millar, V E, 1985, How Information gives you Competitive
Advantage, Harvard Business Review, July-Aug pp 149-60Advantage, Harvard Business Review, July-Aug pp 149-60
Taylor, David, Business Engineering with Object Technology, John WileyTaylor, David, Business Engineering with Object Technology, John Wiley
© Graham McLeod

DataData andand ProcessProcess are integratedare integrated
Financial ModelsFinancial Models can be integrated directly in behaviour ofcan be integrated directly in behaviour of
business objectsbusiness objects
SimulationSimulation can be achieved by using a copy of a model withcan be achieved by using a copy of a model with
simulated inputs, or a changed copy of a model with realsimulated inputs, or a changed copy of a model with real
inputsinputs
Work flowWork flow models are easily implemented and allow tasksmodels are easily implemented and allow tasks
to evolve from being manual to automated over timeto evolve from being manual to automated over time
LayeringLayering helps isolate effects of changeshelps isolate effects of changes
WrapperingWrappering allows us to leverage or squeeze out legacyallows us to leverage or squeeze out legacy
components over time while maintaining servicecomponents over time while maintaining service
Objects help integrate modelsObjects help integrate models
© Graham McLeod

Outcomes (system level models)Outcomes (system level models)
We need to rigorously consider the effect ofWe need to rigorously consider the effect of
activities on underlying objects (domain, and at aactivities on underlying objects (domain, and at a
design level, technical)design level, technical)
Expressed as an annotation emerging from anExpressed as an annotation emerging from an
Activity of the form:Activity of the form:
[Object Type][State][Object Type][State]
All such effects are expressedAll such effects are expressed
Activities which affect the state of more thanActivities which affect the state of more than
one object type are further decomposed till theyone object type are further decomposed till they
do affect just one object typedo affect just one object type
Discrete states potentiallyDiscrete states potentially
reached by a given object typereached by a given object type
are linked by a synchronisation barare linked by a synchronisation bar
All Object Types named must exist in theAll Object Types named must exist in the
domain modeldomain model
Capture
Application
Client
Created
Application
Recorded
© Graham McLeod

Activity decomposition exampleActivity decomposition example
Process
Sale
+
Reorder
Stock
Stock
Ordered
Transaction
Recorded
Stock Below
Reorder Level
Customer
Updated
Transaction
Recorded
Decrease
Stock
Stock
Below
Reorder
Level
Debit
Customer
Customer
Updated Generate
Invoice
Record
Transaction
Client
Purchase
Request
© Graham McLeod

Pre- and Post-ConditionsPre- and Post-Conditions
It is inefficient and cognitively messy to have all theIt is inefficient and cognitively messy to have all the invokersinvokers of anof an
operation check the parameters passed.operation check the parameters passed.
The checking should be done in theThe checking should be done in the receiver,receiver, where it occurs once.where it occurs once.
If the Preconditions are not met, the receiver returns an errorIf the Preconditions are not met, the receiver returns an error
message and does nothing else.message and does nothing else.
ThisThis
provides very good modularityprovides very good modularity
is fail-safe andis fail-safe and
promotes reuse...promotes reuse...
... leading to economical, conceptually simpler software...... leading to economical, conceptually simpler software...
... which is more reliable and easier to maintain.... which is more reliable and easier to maintain.
Request Result
Preconditions
form a filter
© Graham McLeod

Typical Outcomes (Event Types)Typical Outcomes (Event Types)
An object isAn object is createdcreated
An object isAn object is deleteddeleted
An object isAn object is reclassifiedreclassified
Instances of collections areInstances of collections are addedadded oror droppeddropped
TheThe statestate of an object is changed byof an object is changed by updating attributesupdating attributes
AnAn external eventexternal event is processedis processed
e.g. We get input from the screen or the user clicks on an objecte.g. We get input from the screen or the user clicks on an object
Event
© Graham McLeod

Design Level ModelsDesign Level Models
Add technical eventsAdd technical events
Show inputs and outputs to/from user interfaceShow inputs and outputs to/from user interface
Make use of frameworks and infrastructure componentsMake use of frameworks and infrastructure components
e.g. workflow, logging, controlse.g. workflow, logging, controls
Decompose so no activities affect more than one objectDecompose so no activities affect more than one object
type => methodstype => methods
Add logical transaction boundariesAdd logical transaction boundaries
Can indicate platform allocation or geographic splitCan indicate platform allocation or geographic split
With resources and volumes can be used for capacityWith resources and volumes can be used for capacity
planning, performance estimatingplanning, performance estimating
Accommodate existing system and data assetsAccommodate existing system and data assets
© Graham McLeod

We willWe will
Explore the Model, View and Controller approach to designExplore the Model, View and Controller approach to design
Introduce concepts of how toIntroduce concepts of how to
Map requirements (captured in the system level eventMap requirements (captured in the system level event
models) onto the MVC layered architecturemodels) onto the MVC layered architecture
This is a form of "responsibility driven design" which helps usThis is a form of "responsibility driven design" which helps us
place behaviour in the right classesplace behaviour in the right classes
The Business Object Domain Model will be enhanced withThe Business Object Domain Model will be enhanced with
behaviours on the existing classes and you will define newbehaviours on the existing classes and you will define new
classes to manage business processesclasses to manage business processes
Legacy components will be incorporated via wrapperingLegacy components will be incorporated via wrappering
© Graham McLeod

Model, View and ControllerModel, View and Controller
View
Controller
Model
Object
Storage
Windows, Display Objects, VisualWindows, Display Objects, Visual
ComponentsComponents
Business Process Logic, RulesBusiness Process Logic, Rules
Transaction Logic, CurrentTransaction Logic, Current
StateState
Business Domain ObjectsBusiness Domain Objects
Persistent ObjectsPersistent Objects
Enduring Business (integrityEnduring Business (integrity
constraints and rules)constraints and rules)
© Graham McLeod

ViewView
Responsible for providing the user interfaceResponsible for providing the user interface
Contains instances of system or vendor provided classes orContains instances of system or vendor provided classes or
customized componentscustomized components
Handles basic events which are related to GUI or interface onlyHandles basic events which are related to GUI or interface only
Minimize, maximise, drag, size a windowMinimize, maximise, drag, size a window
Scroll a list or pageScroll a list or page
Pop up a menu etcPop up a menu etc
Communicates business events to the Controller layerCommunicates business events to the Controller layer
Once screen is full, pressing the "OK" buttonOnce screen is full, pressing the "OK" button
Menu item selectionMenu item selection
Drag drop in direct manipulation interfaceDrag drop in direct manipulation interface
© Graham McLeod

ControllerController
Creates the user interface (view) layer and activates itCreates the user interface (view) layer and activates it
Waits for eventsWaits for events
Processes business eventsProcesses business events
Implements transaction controlImplements transaction control
Coordinates effects by sending messages to the model, and results back to theCoordinates effects by sending messages to the model, and results back to the
viewview
Can be at two levels:Can be at two levels:
Start Create Customer A Agent1 Branch10 ProductX End
Tx Sale Debit PayCommission AddSale decreaseStock Tx
Technical (normally provided by framework or class library)
Technology specific
Could be GUI, text interactive or batch interface
Business (normally user written)
Not technology specific
© Graham McLeod

ModelModel
Contains the Domain Class ObjectsContains the Domain Class Objects
User developed classesUser developed classes
Models the business via simulationModels the business via simulation
Objects are persistentObjects are persistent
Normally live on a databaseNormally live on a database
May implement enduring businessMay implement enduring business
constraints/rulesconstraints/rules
Can contain legacy components viaCan contain legacy components via
"wrappers""wrappers"
© Graham McLeod

Views &
Controls
Business
Processes
Domain
Objects
Process ApplicationProcess Application
Legacy Systems
WrapperWrapper Persistent Objects
GUI desktop clients Intranet Internet
Pay CommissionPay Commission
Policy
Agent
Client
ObjectObjectObjectObject
ApplicationApplicationApplicationApplication
ServerServerServerServer
GatewayGateway
Legacy
Relational
Data
Object Storage
Layered Application ArchitectureLayered Application Architecture
© Graham McLeod

Models and the architectureModels and the architecture
Process ApplicationProcess Application
Legacy Systems
WrapperWrapper
Persistent ObjectsPersistent Objects
GUI desktop clientsGUI desktop clients IntranetIntranet InternetInternet
Pay CommissionPay Commission
PolicyPolicy
AgentAgent
ClientClient
GatewayGateway
Domain Model
not avail
available
Receive
Reservation
Request
Advise
Client
Book
Seat
Seat Reserved
Logic of
process
Individual
Method
Responsibilities
System Event Model
Proto
Type
Class
Structure
and
Relation-
ships
Layered Design
© Graham McLeod

Multiple "Controllers"Multiple "Controllers"
The controller layer may be further subdivided into additional layersThe controller layer may be further subdivided into additional layers
In one approach we separate platform dependent issues into aIn one approach we separate platform dependent issues into a
"technical controller" and business logic into another layer"technical controller" and business logic into another layer
Improves portability and ease of changing business logicImproves portability and ease of changing business logic
The same business logic layer can support various interfaces, e.g. GUI,The same business logic layer can support various interfaces, e.g. GUI,
Internet Browser and BatchInternet Browser and Batch
For large systems, we will not have a monolithic controller with manyFor large systems, we will not have a monolithic controller with many
methods, but define new classes permethods, but define new classes per business processbusiness process. These can. These can
encapsulate the necessary status information, hold the methods toencapsulate the necessary status information, hold the methods to
implement the business process, and implement the "processimplement the business process, and implement the "process
manager" concept. Business Process Classes will be added to themanager" concept. Business Process Classes will be added to the
Object Model built during domain modelingObject Model built during domain modeling
© Graham McLeod

Bourne, John, 1992, Object Oriented Engineering: Building EngineringBourne, John, 1992, Object Oriented Engineering: Building Enginering
Systems Using Smalltalk-80. Richard D Irwin, Homewood, Ill.Systems Using Smalltalk-80. Richard D Irwin, Homewood, Ill.
Goldberg, Adele, 1983, Smalltalk-80: The Interactive ProgrammingGoldberg, Adele, 1983, Smalltalk-80: The Interactive Programming
Environment. Addison-Wesley, Menlo Pk, CA.Environment. Addison-Wesley, Menlo Pk, CA.
Khoshafian, Setrag, 1990, Object Orientation: Concepts, Languages,Khoshafian, Setrag, 1990, Object Orientation: Concepts, Languages,
Databases, User Interfaces, John Wiley & Sons, NYDatabases, User Interfaces, John Wiley & Sons, NY
Martin, James, 1993, Principles of Object Oriented Analysis andMartin, James, 1993, Principles of Object Oriented Analysis and
Design, Prentice Hall, Englewood Cliffs, NJDesign, Prentice Hall, Englewood Cliffs, NJ
ParcPlace Digitalk, 1995, VisualWorks User Guide, ParcPlace Digitalk,ParcPlace Digitalk, 1995, VisualWorks User Guide, ParcPlace Digitalk,
Sunnyvale, CASunnyvale, CA
Voss, Greg, 1991, Object Oriented Programming, an Introduction.Voss, Greg, 1991, Object Oriented Programming, an Introduction.
McGraw-Hill, Berkeley, CAMcGraw-Hill, Berkeley, CA
© Graham McLeod

ConclusionConclusion
The approach presented has evolved over some 7 years of research andThe approach presented has evolved over some 7 years of research and
consulting practiceconsulting practice
It has proven capable and practical for use by average developers in commercialIt has proven capable and practical for use by average developers in commercial
organizationsorganizations
It is accessible to business personnel without a heavy technical background. TheIt is accessible to business personnel without a heavy technical background. The
essence of models can be built quickly in interactive facilitated (JAD) sessions withessence of models can be built quickly in interactive facilitated (JAD) sessions with
groups of users and analystsgroups of users and analysts
The approach addresses several areas not well covered by other popular OOThe approach addresses several areas not well covered by other popular OO
methods, viz:methods, viz:
System dynamicsSystem dynamics
Modeling beyond the "systems box" to include business issuesModeling beyond the "systems box" to include business issues
Business and process engineeringBusiness and process engineering
Inclusion of inputs, outputs and resources at a business levelInclusion of inputs, outputs and resources at a business level
Rigorous mapping of dynamics to domain modelRigorous mapping of dynamics to domain model
Seamless mapping of system dynamic models to layered design architectureSeamless mapping of system dynamic models to layered design architecture
We have developed a prototype CASE tool to implement the core modelingWe have developed a prototype CASE tool to implement the core modeling
approachesapproaches
© Graham McLeod

Object Oriented Business Process Analysis

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