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Copyright © 2005 Advanced Strategies, Inc. All rights reserved.

Defining Business RequirementsDefining Business Requirements

GTC East SymposiumAlbany, NY Albany, NY –– September 19, 2005September 19, 2005

Craig CarterSenior Business Analyst

Advanced Strategies, Inc.770-936-4000 www.advstr.com [email protected]


Some BackgroundSome Background

We will quickly cover:We will quickly cover:•• Who are you? Who am I? (aka Introductions)Who are you? Who am I? (aka Introductions)•• Why are we here?Why are we here?•• Important things that are NOT in scope todayImportant things that are NOT in scope today•• Schedule for todaySchedule for today


Who are you?Who are you?(And more importantly, Why are you here?)(And more importantly, Why are you here?)

•• Website says that you are:Website says that you are:–– Agency ExecutivesAgency Executives–– Chief Administrative OfficersChief Administrative Officers–– Chief Information OfficersChief Information Officers–– City ManagersCity Managers–– Computer Operations ManagersComputer Operations Managers–– Contracts ManagersContracts Managers–– County AdministratorsCounty Administrators–– Data Processing ManagersData Processing Managers–– Department DirectorsDepartment Directors–– Deputy DirectorsDeputy Directors–– Elected OfficialsElected Officials

–– Finance OfficersFinance Officers–– Information Security OfficersInformation Security Officers–– IT DirectorsIT Directors–– MIS DirectorsMIS Directors–– Procurement OfficialsProcurement Officials–– Program ManagersProgram Managers–– ProgrammersProgrammers–– Project ManagersProject Managers–– Senior Program AnalystsSenior Program Analysts–– Telecommunications ManagersTelecommunications Managers–– Web ManagersWeb Managers

•• Website says that you are here to:Website says that you are here to:–– Receive training on defining requirementsReceive training on defining requirements–– Review some case studiesReview some case studies–– Learn some Learn some ““best practicesbest practices”” to help improve your to help improve your

skills at defining requirementsskills at defining requirements


Who are you really,Who are you really,and why are you really here?and why are you really here?


The PremiseThe Premise(True now (True now …… or true soon)or true soon)

•• Defining Business Requirements is typically the Defining Business Requirements is typically the responsibility of the Business Analyst roleresponsibility of the Business Analyst role

•• You may be a "business analyst," You may be a "business analyst," ““a modeler", etc.a modeler", etc.–– You discover facts about your business.You discover facts about your business.–– You facilitate communication between business experts.You facilitate communication between business experts.–– You help specify the way the business will work.You help specify the way the business will work.–– You provide these specifications to a technical staff (internal You provide these specifications to a technical staff (internal

or maybe a vendor) that will implement not only databases or maybe a vendor) that will implement not only databases and applications but perhaps a restructured organization, and applications but perhaps a restructured organization, new business procedures and new business locations as new business procedures and new business locations as well.well.

•• In order to do this right, you likely will need a whole In order to do this right, you likely will need a whole bunch of models!bunch of models!


The Analyst/DesignerThe Analyst/Designer’’s Jobs Job

“…“… demonstrates the demonstrates the ability and inclination to ability and inclination to tolerate chaos, ambiguity, tolerate chaos, ambiguity, and lack of knowledge and and lack of knowledge and to function effectively in to function effectively in spite of them.spite of them.””

Position description for Senior Position description for Senior Analyst/Designer at a major Analyst/Designer at a major software company.software company.


Why Are We Here?Why Are We Here?WORKSHOP WORKSHOP ““DEFINITIONDEFINITION””

•• IntentionsIntentions–– Understand what business requirements are Understand what business requirements are –– Understand how a fullUnderstand how a full--spectrum of requirements fit togetherspectrum of requirements fit together–– Pick up some tips that might be useful on your projectsPick up some tips that might be useful on your projects

•• ValuesValues–– More practical than theoreticalMore practical than theoretical

•• FocusFocus–– Business requirements & modeling (not system requirements & Business requirements & modeling (not system requirements &

modeling)modeling)–– Key aspects (what, how, when, where, who)Key aspects (what, how, when, where, who)

•• ContextContext–– Our time is short and our topic is largeOur time is short and our topic is large


Who Am I?Who Am I?•• Advanced Strategies, Inc.Advanced Strategies, Inc.

–– Founded 1988 Founded 1988 –– do this work, consult, and teachdo this work, consult, and teach–– 17 years of data modeling17 years of data modeling–– 17 years of full business modeling17 years of full business modeling–– Small company, mostly large clients: Small company, mostly large clients: federal, state and localfederal, state and local

governments,governments, airlines, banks, manufacturing, insurance, airlines, banks, manufacturing, insurance, construction, automotive, telecommunications, utilities, construction, automotive, telecommunications, utilities, software companies, etc.software companies, etc.

•• Craig CarterCraig Carter–– Have been working in NY State for the last 3 yearsHave been working in NY State for the last 3 years

•• E.g. NY Dept of Labor, OSC (FOCAS project)E.g. NY Dept of Labor, OSC (FOCAS project)–– 6 years with Advanced Strategies6 years with Advanced Strategies–– Process modeling Process modeling –– 25+ years (programmer/analyst)25+ years (programmer/analyst)–– Data modeling Data modeling –– 20+ years (data analyst)20+ years (data analyst)–– Event modeling Event modeling –– 10+ years (data/business analyst)10+ years (data/business analyst)–– Location modeling Location modeling –– 5+ years (business analyst)5+ years (business analyst)–– Organization modeling Organization modeling –– 5+ years (business analyst)5+ years (business analyst)


How this Material EvolvedHow this Material Evolved

1.1. WeWe’’ve been doing this every day for many yearsve been doing this every day for many years2.2. We are always looking for new approachesWe are always looking for new approaches

•• Conferences, like this oneConferences, like this one•• PublicationsPublications•• Our own ideasOur own ideas•• People we meet on projectsPeople we meet on projects

3.3. We try things that look promisingWe try things that look promising4.4. We keep what works and abandon what doesnWe keep what works and abandon what doesn’’tt

(i.e. no particular axe to grind)(i.e. no particular axe to grind)


Very Important Things That AreVery Important Things That AreNOT in Scope TodayNOT in Scope Today

•• Is Defining Requirements a Good Thing?Is Defining Requirements a Good Thing?–– Assumption: yesAssumption: yes

•• MethodologyMethodology–– Not: SDLC, JAD sessions, Agile development, Not: SDLC, JAD sessions, Agile development, …… etc.etc.–– Methodology examples will be generic (seen as a Framework)Methodology examples will be generic (seen as a Framework)

•• Style/NotationStyle/Notation–– I will use a particular style, but II will use a particular style, but I’’m not advocating/selling itm not advocating/selling it

•• ToolsTools–– Very basic tools were used (something everyone could afford to Very basic tools were used (something everyone could afford to

own), you can own/find betterown), you can own/find better•• PresentationPresentation

–– Not: How much to put on one page, the way to word Not: How much to put on one page, the way to word requirements so you can sue your vendor later,requirements so you can sue your vendor later,…… etcetc..


Practical Practical ……

There are There are LOTSLOTS of ways to approach this work.of ways to approach this work.

This workshop will highlight:This workshop will highlight:1.1. What has worked well for usWhat has worked well for us2.2. What is typically most useful in most effortsWhat is typically most useful in most efforts

Goal: Goal: •• You will be able to take away ideas that you can use You will be able to take away ideas that you can use

in your current environment in your current environment –– not to promote a not to promote a whole new way of doing things.whole new way of doing things.


Table of ContentsTable of Contents•• Some Background (0:05)Some Background (0:05)•• Foundation Concepts (0:15 min.)Foundation Concepts (0:15 min.)•• Quality Requirements (0:30 min.)Quality Requirements (0:30 min.)•• Types of Business Models (2:00)Types of Business Models (2:00)

–– Business Object (Data) ModelsBusiness Object (Data) Models–– A Quick DemoA Quick Demo–– Business Process ModelsBusiness Process Models–– Business Event ModelsBusiness Event Models–– Business Location ModelsBusiness Location Models–– Business SocioBusiness Socio--Political (Organization) ModelsPolitical (Organization) Models

•• Packaging Requirements for Phase Next (0:45)Packaging Requirements for Phase Next (0:45)•• A Case Study (0:45)A Case Study (0:45)•• Assessments/Checklists/Walkthroughs Assessments/Checklists/Walkthroughs –– Adding Adding

Quality (0:45)Quality (0:45)•• Some Wrap Up (0:10)Some Wrap Up (0:10)


Administrative ItemsAdministrative Items

•• Breaks Breaks –– one in the AM and one in the PMone in the AM and one in the PM•• Lunch Lunch --•• Something not clear, have a question, if I Something not clear, have a question, if I

say something stupid, or I'm not making say something stupid, or I'm not making sense... sense... –– Please Speak UpPlease Speak Up

•• We will proceed informallyWe will proceed informally


Foundation ConceptsFoundation Concepts

We will discuss:We will discuss:•• Business FactsBusiness Facts•• FrameworksFrameworks•• Business Analysis & RequirementsBusiness Analysis & Requirements


The Term The Term ““BusinessBusiness””

•• When we (Advanced Strategies) use the term When we (Advanced Strategies) use the term ““BusinessBusiness”” we mean the activity of providing we mean the activity of providing servicesservices and productsand products, , and the people who and the people who provide these services and products provide these services and products regardless of the sector.regardless of the sector.

•• This definition can refer to commercial This definition can refer to commercial ventures, government organizations, ventures, government organizations, charitable enterprises, etc.charitable enterprises, etc.

•• DonDon’’t get hung up on the term. When I say t get hung up on the term. When I say ““BusinessBusiness””, you think, , you think, ““the Business of the Business of GovernmentGovernment””..


Business FactsBusiness Facts•• We will use this term to mean any truth about We will use this term to mean any truth about

the businessthe business•• May be:May be:

–– About the way the business currently worksAbout the way the business currently works–– About the way the business will work in the futureAbout the way the business will work in the future


Types of Business FactsTypes of Business Facts•• Facts of LifeFacts of Life are the things in the business are the things in the business

not likely to change (unless the nature of the not likely to change (unless the nature of the business changes). business changes).

•• Facts of PolicyFacts of Policy are the rules, laws, or are the rules, laws, or conventions that define and govern the conventions that define and govern the conduct of the business on a continuing conduct of the business on a continuing basis. basis.

•• Facts of ImplementationFacts of Implementation are the limitations are the limitations imposed by the construction of a system imposed by the construction of a system (Not business facts but how the business is (Not business facts but how the business is implemented). implemented).


Types of Business FactsTypes of Business Facts

•• Why is it important to differentiate between Why is it important to differentiate between Types of Facts.Types of Facts.

•• What kind of Requirements are we including What kind of Requirements are we including in our specification? in our specification?

(This will become clearer as we discuss (This will become clearer as we discuss Types of Requirements) Types of Requirements)


Types of Business FactsTypes of Business Facts

•• Also, Before adding any fact to the Also, Before adding any fact to the Requirements, ask two questions: Requirements, ask two questions: –– It is true? (This is actually a fact about the It is true? (This is actually a fact about the

business)business)–– Do we care? (Is it pertinent to the scope of the Do we care? (Is it pertinent to the scope of the

effort we are working on)effort we are working on)

•• It is amazing how much time we spend It is amazing how much time we spend arguing about the accuracy of something that arguing about the accuracy of something that is out of scope.is out of scope.


FrameworksFrameworks

•• Anything complex can more easily be Anything complex can more easily be understood and dealt with if meaningful parts understood and dealt with if meaningful parts can be seen in a wellcan be seen in a well--integrated context of a integrated context of a whole.whole.

•• We will use a framework similar to the We will use a framework similar to the Zachman framework.Zachman framework.–– II’’ll point out where things are different, but we ll point out where things are different, but we

wonwon’’t dwell on it.t dwell on it.



•• More on More on ZachmanZachman

•• See even more on the See even more on the ZachmanZachman Framework at Framework at www.zifa.comwww.zifa.com


Basic Development FrameworkBasic Development Framework

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What are Requirements?What are Requirements?

Common DefinitionsCommon Definitions•• WebsterWebster’’s Ninth New Collegiate Dictionary s Ninth New Collegiate Dictionary

defines requirements as:defines requirements as:–– ““something required; something wanted or something required; something wanted or

neededneeded””

•• IEEE Standard 729 defines requirements as:IEEE Standard 729 defines requirements as:–– (1) a condition or capability needed by a user to (1) a condition or capability needed by a user to

solve a problem or achieve an objective;solve a problem or achieve an objective;–– (2) a condition or capability that must be met or (2) a condition or capability that must be met or

possessed by a systempossessed by a system…… to satisfy a contract, to satisfy a contract, standard, specification or other formally imposed standard, specification or other formally imposed document.document.


What are Requirements?What are Requirements?

•• To understand what requirements are we To understand what requirements are we must first agree to why and when we define must first agree to why and when we define themthem–– Business RequirementsBusiness Requirements–– Effort (Project/Program) Requirements (subEffort (Project/Program) Requirements (sub--set of set of

Business Requirements)Business Requirements)–– System RequirementsSystem Requirements

•• Requirements vs. Specifications DilemmaRequirements vs. Specifications Dilemma


Types of RequirementsTypes of Requirements


Business AnalysisBusiness Analysis(A quick context)(A quick context)


Business AnalysisBusiness Analysis

We will think of business analysis as an activity We will think of business analysis as an activity with three parts.with three parts.

1.1. DiscoveryDiscovery: Understand & document current : Understand & document current business facts (asbusiness facts (as--is)is)

2.2. AssessmentAssessment: Identify business conditions and : Identify business conditions and possibilitiespossibilities

3.3. SpecificationSpecification: Define business requirements : Define business requirements (to(to--be)be)


Business AnalysisBusiness Analysis


Requirements DocumentRequirements Document•• Requirement of the BusinessRequirement of the Business –– which suggest a which suggest a

““need of the businessneed of the business””. Requirements imply what we . Requirements imply what we need to meet our intentions but express no bias on need to meet our intentions but express no bias on the next steps (Functional Requirements the next steps (Functional Requirements -- The The functionality we desire of a problem solution).functionality we desire of a problem solution).

•• Specification of the DesignSpecification of the Design –– which suggest a which suggest a ““target of a designtarget of a design”” (Non(Non--Functional Requirements Functional Requirements --The qualities we desire of a problem solution other The qualities we desire of a problem solution other than those concerning its functionality, e.g. its than those concerning its functionality, e.g. its robustness, its efficiency, its security, its extensibility, robustness, its efficiency, its security, its extensibility, its maintainability, its portability, etc.its maintainability, its portability, etc.)). .

““Technology can only deliver outputs.Technology can only deliver outputs. It takes It takes people, and processes to deliver outcomes.people, and processes to deliver outcomes. It It takes strategy to ensure they are the results you takes strategy to ensure they are the results you want.want.””

–– Peter Hutchinson Peter Hutchinson –– Public Strategies GroupPublic Strategies Group


Quality RequirementsQuality Requirements

We will discuss:We will discuss:•• Inspection ChecklistInspection Checklist•• Business Driven Business Driven •• Intellectually ManageabilityIntellectually Manageability•• A Robust set of Traceable TechniquesA Robust set of Traceable Techniques•• Implementation IndependenceImplementation Independence


Excerpts from an Inspection ChecklistExcerpts from an Inspection Checklist(The ones most often missed)(The ones most often missed)

•• All items needed to All items needed to specify the solution to the problemspecify the solution to the problemhave been includedhave been included

•• Each item is exact, Each item is exact, there is a single interpretationthere is a single interpretation, the , the meaning of each item is understood, and meaning of each item is understood, and the the specification is easy to readspecification is easy to read..

•• No item conflicts with another itemNo item conflicts with another item in the specificationin the specification•• Each item is Each item is pertinent to the problempertinent to the problem and its solutionand its solution•• Each item can be traced to its origin in the problemEach item can be traced to its origin in the problem

environment.environment.•• The requirements specifications are a statement of the The requirements specifications are a statement of the

requirements that must be satisfied by the problem requirements that must be satisfied by the problem solution, and they are solution, and they are not obscured by proposed not obscured by proposed solutions to the problemsolutions to the problem

Excerpt from: Daniel P Freedman and Gerald M. Weinberg, HandbookExcerpt from: Daniel P Freedman and Gerald M. Weinberg, Handbook for Walkthroughs, for Walkthroughs, Inspections and Technical Reviews Inspections and Technical Reviews ©© 1982, 1979 Scott Foreman and Company1982, 1979 Scott Foreman and Company


Ideas for Avoiding Common Ideas for Avoiding Common Problems with RequirementsProblems with Requirements

•• The business problem must be clearly defined The business problem must be clearly defined including the business objectives that will solve the including the business objectives that will solve the business problem business problem -- Business DrivenBusiness Driven

•• Specify the solution to the problem and each Specify the solution to the problem and each requirement is pertinent to the problem and can be requirement is pertinent to the problem and can be traced to its origin in the problem traced to its origin in the problem -- Follow a Robust Follow a Robust set of Traceable Techniquesset of Traceable Techniques

•• Each requirement has only a single interpretation, Each requirement has only a single interpretation, are easy to read and do not conflict with each other are easy to read and do not conflict with each other -- Intellectually ManageableIntellectually Manageable

•• The requirements are not obscured by proposed The requirements are not obscured by proposed solutions to the problem solutions to the problem -- Implementation Implementation IndependentIndependent


Business DrivenBusiness Driven

Specified Set of Business ResultsSpecified Set of Business Results

““Begin with the end in mindBegin with the end in mind””–– Steven CoveySteven Covey


Business DrivenBusiness Driven

Business Driven

ExpectedEnd Results

On time, within budget, and with

expected functionality is an accomplishment.

However, it is not necessarily success.

Everything is done to achieve some

business purpose.

Success is measured by realized business impacts.


Business Driven MotivationsBusiness Driven Motivations

Hopefully you have:Hopefully you have:


Business Driven ProjectsBusiness Driven Projects

•• Business Requirements are often defined as Business Requirements are often defined as part of a part of a ““projectproject””

•• The project may be stated as an The project may be stated as an ““IT projectIT project”” or or as a as a ““Business projectBusiness project””

•• Projects have different levels of business impact Projects have different levels of business impact goals (none, improvement, reengineering, goals (none, improvement, reengineering, reinvention, etc.) reinvention, etc.)

““The kinds of projects that once delivered The kinds of projects that once delivered ““IT solutionsIT solutions””are now expected to deliver full are now expected to deliver full ““business solutionsbusiness solutions”” ––and rightfully so.and rightfully so.””

–– Steve Farrell DAMA 2005Steve Farrell DAMA 2005



•• The kind of business requirements we need (and the The kind of business requirements we need (and the kind of models we produce) is determined by kind of models we produce) is determined by what is what is driving the projectdriving the project –– and each project is unique.and each project is unique.

•• The project may be a:The project may be a:–– ““Data warehouse projectData warehouse project””–– ““Process improvement projectProcess improvement project””–– ““Technology update projectTechnology update project””–– ““ERP projectERP project””–– ““Org redesign projectOrg redesign project””–– Etc.Etc.



In the pastIn the past•• Projects addressed one area and didnProjects addressed one area and didn’’t impact the t impact the

others too muchothers too much–– Develop a new application (process & some data)Develop a new application (process & some data)–– Build a new database (data)Build a new database (data)–– Shuffle around the employees in a Shuffle around the employees in a reorgreorg (organization)(organization)

TodayToday•• Everything in business is so interrelated, most projects Everything in business is so interrelated, most projects

will impact all aspects of the businesswill impact all aspects of the business•• We need to be able to handle itWe need to be able to handle it



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Intellectual ManageabilityIntellectual Manageability

•• Intellectual manageability is a principle that instructs Intellectual manageability is a principle that instructs us to never work on any thing that is too large to us to never work on any thing that is too large to handle mentally. It is one of the most fundamental handle mentally. It is one of the most fundamental ways to manage complexity. ways to manage complexity.

•• Some applications of this principle are:Some applications of this principle are:–– Only attempt to work on one thing at a time.Only attempt to work on one thing at a time.–– If a single task is too large, decompose it into subIf a single task is too large, decompose it into sub--tasks.tasks.–– Draw a picture. It is worth a thousand words.Draw a picture. It is worth a thousand words.–– Work on a fragment of the problem at a time. When the Work on a fragment of the problem at a time. When the

fragment is completed, integrate the result into the whole. fragment is completed, integrate the result into the whole. This is especially useful when modelingThis is especially useful when modeling


5 Aspects of Business5 Aspects of Business


5 Kinds of Business Requirements5 Kinds of Business Requirements��

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Robust Set of TechniquesRobust Set of Techniques

•• What do we mean by robust set?What do we mean by robust set?–– The Techniques cover all aspects of the businessThe Techniques cover all aspects of the business–– Transformation of work products. All work from a Transformation of work products. All work from a

previous step is incorporated into the next step. previous step is incorporated into the next step. Nothing is overlooked and nothing is done twice. Nothing is overlooked and nothing is done twice.

–– Reduction of Ambiguity. Requirement have only a Reduction of Ambiguity. Requirement have only a single interpretation, are easy to read and do not single interpretation, are easy to read and do not conflict with each other conflict with each other

•• Business Modeling fits this descriptionBusiness Modeling fits this description


ModelsModelsWhat is a Model?What is a Model?

•• "A small object, that represents another, often "A small object, that represents another, often larger objectlarger object““American Heritage DictionaryAmerican Heritage Dictionary

•• ““A tentative description of A tentative description of somethingsomethingaccounting for accounting for certain kinds certain kinds of properties from of properties from a given focus.a given focus.””–– Examples:Examples:

•• Road map of the U.S.Road map of the U.S.•• Company's Organization ChartCompany's Organization Chart•• Data flow diagram of processing payroll Data flow diagram of processing payroll •• Entity Relationship diagram of materials stored in Entity Relationship diagram of materials stored in

warehousewarehouse

•• Model := Diagram + TextModel := Diagram + Text


ModelsModelsPurposePurpose

•• To clearly document facts To clearly document facts •• To facilitate better communicationTo facilitate better communication

–– Audience? Audience? …… they speak to intended group(s)they speak to intended group(s)

•• To lead to a later actualization of a solutionTo lead to a later actualization of a solution–– As a specification of what is neededAs a specification of what is needed–– As a vehicle to test what was deliveredAs a vehicle to test what was delivered


ModelsModels

Model structureModel structure•• We will focus on those:We will focus on those:

–– Consisting of nodes and linksConsisting of nodes and links–– Documented in diagrams & textDocumented in diagrams & text

•• Other kinds include:Other kinds include:–– Matrices and other instrumentsMatrices and other instruments–– IllustrationsIllustrations–– 33--D depictionsD depictions–– PrototypesPrototypes–– NarrativeNarrative–– Etc.Etc.


ModelsModelsNodes & LinksNodes & Links

•• NodesNodes–– Represent the key elements of the perspective, E.g. Represent the key elements of the perspective, E.g.

entities, activities, states, locations, parties entities, activities, states, locations, parties ……–– Are the basic building block of the modelAre the basic building block of the model

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•• LinksLinks–– Links represent a meaningful association between nodesLinks represent a meaningful association between nodes–– In most type of diagrams, the nodes are easier to discover In most type of diagrams, the nodes are easier to discover

and articulate than the links.and articulate than the links.



•• LinksLinks–– There can be different types of associations between the There can be different types of associations between the

same set of nodessame set of nodes


ModelsModels

Types of ModelsTypes of Models•• By stageBy stage

–– Current state: Current state: ““as isas is””, , ““as builtas built””, , ““oldold””, , ……–– Future state: Future state: ““to beto be””, , ““proposedproposed””, , ““newnew””, , ……

•• By level of detailBy level of detail–– Framing modelsFraming models–– Detailed modelsDetailed models


Business ModelsBusiness ModelsPurposePurpose

•• To understand & document To understand & document businessbusiness factsfacts•• To facilitate better To facilitate better businessbusiness communicationcommunication

–– Audience: Business peopleAudience: Business people–– Audience: Technical peopleAudience: Technical people

•• To lead to a later actualization of a To lead to a later actualization of a businessbusinesssolutionsolution–– As a specification for an improved businessAs a specification for an improved business–– As a vehicle to test the business quality of what As a vehicle to test the business quality of what

resulted.resulted.


5 Kinds of Business Models5 Kinds of Business Models



Key concepts:Key concepts:•• They are all interrelated!They are all interrelated!

–– It is just one thing, seen from different anglesIt is just one thing, seen from different angles–– (Why we prefer a circle to a row)(Why we prefer a circle to a row)–– This will be key in determining what to represent in This will be key in determining what to represent in

what kind of modelwhat kind of model

•• There is WAY too much information to be able There is WAY too much information to be able to model in any normal project. You must to model in any normal project. You must decide in each project what to analyze and decide in each project what to analyze and what to allow to work out on itwhat to allow to work out on it’’s own.s own.



Key concepts Key concepts –– each kind has:each kind has:•• A different purposeA different purpose•• StrengthsStrengths•• Weaknesses Weaknesses –– things it is not intended to dothings it is not intended to do•• A variety of approach possibilitiesA variety of approach possibilities


5+ Diagram Types5+ Diagram Types��

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2 Other Key 2 Other Key ““ThreadsThreads””(That we will not emphasize in this workshop)(That we will not emphasize in this workshop)

Enabling MediaEnabling Media•• ““TechnologyTechnology””, in the broadest sense, in the broadest sense•• Business analysis should include: enabling media discovery, Business analysis should include: enabling media discovery,

assessment, and specification of direction.assessment, and specification of direction.•• System design should include full enabling media specification fSystem design should include full enabling media specification for or

business requirements in all threadsbusiness requirements in all threads

MotivationMotivation•• The The ““WhyWhy”” part of the equationpart of the equation•• The basic motivation chain:The basic motivation chain:

–– Business intentions are stated in plans (strategic, operational,Business intentions are stated in plans (strategic, operational, tactical)tactical)–– Projects are initiated to meet business intentionsProjects are initiated to meet business intentions–– Business models support project intentionsBusiness models support project intentions


Implementation IndependentImplementation Independent•• The Requirements Documents should represent a The Requirements Documents should represent a

““mechanization freemechanization free”” model of the proposed system. model of the proposed system. It does however reflect some of the It does however reflect some of the ““mandatedmandated””and/or and/or ““generally accepted business policies and generally accepted business policies and practicespractices”” required to have a complete functional required to have a complete functional specification.specification.

•• Delaying implementation decisions allow for the best Delaying implementation decisions allow for the best selection of the most recent technology.selection of the most recent technology.

NT + OP = EOP! (New Technology plus Old NT + OP = EOP! (New Technology plus Old Processes equals Expensive Old Processes!)Processes equals Expensive Old Processes!)

–– Ruth Walters of the Walters Group (formerly Ruth Walters of the Walters Group (formerly Assistant Deputy Comptroller Assistant Deputy Comptroller –– NYS OSC)NYS OSC)


Types of Business Requirements & Types of Business Requirements & ModelsModels

We will discuss:We will discuss:–– Business Object (Data) Requirements & ModelsBusiness Object (Data) Requirements & Models–– A Quick DemoA Quick Demo–– Business Process Requirements & ModelsBusiness Process Requirements & Models–– Business Event Requirements & ModelsBusiness Event Requirements & Models–– Business Location Requirements & ModelsBusiness Location Requirements & Models–– Business SocioBusiness Socio--Political (Organization) Requirements Political (Organization) Requirements

& Models& Models

And:And:–– Some crossSome cross--model considerationsmodel considerations


Types of Business ModelsTypes of Business Models

For each type:For each type:•• PurposePurpose•• Sample diagramSample diagram•• Nodes & linksNodes & links•• Typical kinds of nodes/linksTypical kinds of nodes/links•• Other considerationsOther considerations•• CrossCross--reference to other modelsreference to other models•• ExerciseExercise•• Business improvement opportunitiesBusiness improvement opportunities


Business Object (Data) ModelBusiness Object (Data) ModelPurposePurpose

•• To represent:To represent:–– Business object concepts and terminologyBusiness object concepts and terminology

E.g. What is a E.g. What is a ““productproduct””??E.g. What is an E.g. What is an ““orderorder””??E.g. What is a E.g. What is a ““Budget CertBudget Cert””??

–– Business information requirementsBusiness information requirementsE.g. What do we need to know about products?E.g. What do we need to know about products?E.g. What do we need to know about orders?E.g. What do we need to know about orders?E.g. What do we need to know about Budget E.g. What do we need to know about Budget CertsCerts??

•• Typically, to provide the foundation for:Typically, to provide the foundation for:–– Data store designs Data store designs …… data storesdata stores


Business Object (Data) ModelBusiness Object (Data) ModelSample Diagram Sample Diagram –– Entity Relationship DiagramEntity Relationship Diagram

•• Entities: Entities: –– Rectangle with the name of the entity in the center. The name iRectangle with the name of the entity in the center. The name is s

typically a noun or noun phrase.typically a noun or noun phrase.

•• Relationships:Relationships:–– Diamonds with lines connecting the entities that are involved. Diamonds with lines connecting the entities that are involved. A A

star indicates anchor entity. The name is typically a verb or vstar indicates anchor entity. The name is typically a verb or verb erb phrase phrase


Business Object (Data) Model Business Object (Data) Model Sample DiagramSample Diagram


Business Object (Data) ModelBusiness Object (Data) ModelNodes & LinksNodes & Links

•• Nodes: EntitiesNodes: Entities•• Links: RelationshipsLinks: Relationships

•• Also: AttributesAlso: Attributes


Business Object (Data) ModelBusiness Object (Data) ModelTypical Kinds of EntitiesTypical Kinds of Entities

•• All sorts of All sorts of ““thingsthings””–– Products, vehicles, documents, blood samples, Products, vehicles, documents, blood samples,

monkeys, diseases, furniture items, etc, etc.monkeys, diseases, furniture items, etc, etc.

•• As well as these sorts of As well as these sorts of ““thingsthings””–– Processes/activities/proceduresProcesses/activities/procedures–– Locations/sitesLocations/sites–– Parties/organizations/peopleParties/organizations/people–– Events/occurrencesEvents/occurrences


Business Object (Data) ModelBusiness Object (Data) ModelTypical Kinds of EntitiesTypical Kinds of Entities

•• All sorts of All sorts of ““thingsthings”” (What)(What)–– Products, vehicles, documents, blood samples, Products, vehicles, documents, blood samples,

monkeys, diseases, furniture items, etc, etc.monkeys, diseases, furniture items, etc, etc.

•• As well as these sorts of As well as these sorts of ““thingsthings”” (What)(What)–– Processes/activities/procedures Processes/activities/procedures (How)(How)–– Locations/sites Locations/sites (Where)(Where)–– Parties/organizations/people Parties/organizations/people (Who)(Who)–– Events/occurrences Events/occurrences (When)(When)


Business Object (Data) ModelBusiness Object (Data) ModelConsiderationsConsiderations

•• For these kind of things:For these kind of things:–– Processes/activities/proceduresProcesses/activities/procedures–– Locations/sitesLocations/sites–– Parties/organizations/peopleParties/organizations/people–– Events/occurrencesEvents/occurrences

•• When do you include these in your object/data model?When do you include these in your object/data model?•• When do you care about them, but do not include them in When do you care about them, but do not include them in

your object/data modelyour object/data model??



•• When do you When do you includeinclude these in your object/data model?these in your object/data model?–– When concepts/terms need to be clarifiedWhen concepts/terms need to be clarified

•• What is a What is a ““field officefield office””??•• What is an What is an ““applicantapplicant””??•• What is a What is a ““cancellationcancellation””??•• What is a What is a ““project Activityproject Activity””??

–– When information requirements existWhen information requirements exist•• For each field office: What is the address? When was it establisFor each field office: What is the address? When was it established? hed?

What inventory items are stored there? Etc.What inventory items are stored there? Etc.•• For each project Activity: What steps are included? What is the For each project Activity: What steps are included? What is the

expected duration? Who has been assigned to do the Activity? Etcexpected duration? Who has been assigned to do the Activity? Etc..



•• When do you care about them, but When do you care about them, but do not includedo not include them in them in your object/data model?your object/data model?

–– When we donWhen we don’’t need to t need to ““tracktrack”” them, but:them, but:

–– We need to We need to ““dodo”” them (Activities)them (Activities)–– We need to We need to ““be therebe there”” (Locations)(Locations)–– We need to We need to ““serveserve”” them (Parties)them (Parties)–– We need to We need to ““respondrespond”” to them (Events)to them (Events)

•• Then, they are described only on the other modelsThen, they are described only on the other models•• (Of course, they can be in both)(Of course, they can be in both)


Business Object (Data) ModelBusiness Object (Data) ModelTypical Kinds of RelationshipsTypical Kinds of Relationships

•• contains/consists of/includes/ contains/consists of/includes/ ……•• classifies/categorizesclassifies/categorizes•• is assigned tois assigned to•• Is affiliated with (is married to/is member of/ Is affiliated with (is married to/is member of/ ……))•• employsemploys•• purchasespurchases•• is prerequisite foris prerequisite for•• steals fromsteals from•• (and a million more)(and a million more)


Business Object (Data) ModelBusiness Object (Data) ModelDirect CrossDirect Cross--reference to Other Modelsreference to Other Models

Other than the information requirements just discussed Other than the information requirements just discussed ……

•• Processes/activities Processes/activities (How)(How)–– (typically not in this model)(typically not in this model)

•• Locations/sites Locations/sites (Where)(Where)–– (typically not in this model)(typically not in this model)

•• Parties/organizations/people Parties/organizations/people (Who)(Who)–– (typically not in this model)(typically not in this model)

•• Events/occurrences Events/occurrences (When)(When)–– (typically not in this model)(typically not in this model)

Later, we will discuss specific crossLater, we will discuss specific cross--reference documentsreference documents(e.g. data to process)(e.g. data to process)


Business Object (Data) ModelBusiness Object (Data) ModelExerciseExercise

•• Scope: This Symposium/Conference Scope: This Symposium/Conference

•• Part 1: List 3Part 1: List 3--5 key 5 key ‘‘thingsthings””

•• Part 2: Sketch an ERDPart 2: Sketch an ERD–– Add a few relationshipsAdd a few relationships–– Add a few attributesAdd a few attributes

Option: Pick a simple scope from your organization or area of inOption: Pick a simple scope from your organization or area of interest terest (however we will discuss the exercise above)(however we will discuss the exercise above)


A Quick DemoA Quick Demo

We will discuss:We will discuss:–– How to Get StartedHow to Get Started–– Working with GroupsWorking with Groups–– Focus StatementsFocus Statements–– What a modeling session looks likeWhat a modeling session looks like


Business Process ModelBusiness Process ModelPurposePurpose

•• To represent:To represent:–– Business work requirementsBusiness work requirements

E.g. How do we fill an order?E.g. How do we fill an order?E.g. How do we hire a new employee?E.g. How do we hire a new employee?

•• Typically, to provide the foundation for:Typically, to provide the foundation for:–– Application procedural designs Application procedural designs …… codecode–– Manual procedure designs Manual procedure designs …… procedure guidesprocedure guides


Business Process Model Business Process Model Sample diagramsSample diagrams

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Business Process ModelBusiness Process ModelNodes & LinksNodes & Links

Depend on the emphasized viewDepend on the emphasized view

Nodes: ActivitiesNodes: Activities

Links:Links:•• Depend on the diagram typeDepend on the diagram type•• Options include:Options include:

–– Control Control –– what is the order of the activities?what is the order of the activities?–– Data/material dependencies Data/material dependencies –– what is the activity input/output?what is the activity input/output?–– Performer Performer –– who does the activity?who does the activity?–– Interface Interface –– who/what provides input/output?who/what provides input/output?–– Hierarchy Hierarchy –– how do activities rollhow do activities roll--up & breakup & break--down?down?



““Process MapProcess Map””Nodes: ActivitiesNodes: ActivitiesLinks: ControlLinks: Control

Also:Also:–– Performer (often in swim lanes)Performer (often in swim lanes)–– Location (sometimes in swim lanes)Location (sometimes in swim lanes)



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““Data Flow DiagramData Flow Diagram””Nodes: ActivitiesNodes: ActivitiesLinks: Data and material dependenciesLinks: Data and material dependencies

Also:Also:–– InterfacesInterfaces–– Control (usually limited to triggers and other nonControl (usually limited to triggers and other non--

data/material dependencies)data/material dependencies)–– Performer (often annotated)Performer (often annotated)–– Location (sometimes annotated)Location (sometimes annotated)


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Business Process ModelBusiness Process ModelTypical Kinds of ProcessesTypical Kinds of Processes

•• Develop a planDevelop a plan•• Develop a budgetDevelop a budget•• Hire an employeeHire an employee•• Manufacture a productManufacture a product•• Receive a paymentReceive a payment•• Repair a vehicleRepair a vehicle•• Fulfill an orderFulfill an order•• Provide a serviceProvide a service•• Respond to an inquiryRespond to an inquiry•• Etc. EtcEtc. Etc..


Business Process ModelBusiness Process ModelTypical Kinds of ActivitiesTypical Kinds of Activities

•• Receive/Get/Obtain Receive/Get/Obtain ……•• Review/Evaluate/Verify Review/Evaluate/Verify ……•• Determine/Calculate Determine/Calculate ……•• Produce/Develop/Create/Draft/Prepare/Establish Produce/Develop/Create/Draft/Prepare/Establish ……•• Conduct/Monitor/Assess/Specify/Design Conduct/Monitor/Assess/Specify/Design ……•• Assign/Allocate/Appoint Assign/Allocate/Appoint ……•• Prioritize/Rank Prioritize/Rank ……•• Deliver/Issue/Return/SendDeliver/Issue/Return/Send……•• Etc, Etc.Etc, Etc.


Business Process ModelBusiness Process ModelDirect CrossDirect Cross--reference to Other Modelsreference to Other Models

As we have seen, this is very commonAs we have seen, this is very common•• Objects/data Objects/data (What)(What)

–– What data is required to do the work?What data is required to do the work?–– What data is produced by the work?What data is produced by the work?

•• Locations/sites Locations/sites (Where)(Where)–– Where is the work done?Where is the work done?

•• Parties/organizations/people Parties/organizations/people (Who)(Who)–– Who does the work?Who does the work?–– Who is the recipient of the work?Who is the recipient of the work?

•• Events/occurrences Events/occurrences (When)(When)–– When is the work done? (triggers)When is the work done? (triggers)


Business Process ModelBusiness Process ModelExerciseExercise

•• Scope: This Symposium/ConferenceScope: This Symposium/Conference

•• Part 1: List 2Part 1: List 2--3 key processes3 key processes

•• Part 2: Pick one, and sketch a DFD or Logic Flow Part 2: Pick one, and sketch a DFD or Logic Flow DiagramDiagram


Business Event ModelBusiness Event ModelPurposePurpose

•• To represent: To represent: Business timing requirementsBusiness timing requirementsE.g. What external events does the business need to respond to?E.g. What external events does the business need to respond to?E.g. For each event, how will the business respond?E.g. For each event, how will the business respond?E.g. Does an event change the state (status) of anything?E.g. Does an event change the state (status) of anything?

•• Typically, to provide the foundation for:Typically, to provide the foundation for:–– Application trigger designs Application trigger designs …… menus, icons, automenus, icons, auto--execute, etc.execute, etc.–– Manual procedure trigger designs Manual procedure trigger designs …… operating proceduresoperating procedures–– Status tracking and reportingStatus tracking and reporting


Business Event ModelBusiness Event ModelSample Diagram Sample Diagram –– State Transition DiagramState Transition Diagram


Business Event ModelBusiness Event ModelNodes & LinksNodes & Links

•• Nodes: States Nodes: States (of an entity, relationship, or aggregate)(of an entity, relationship, or aggregate)

•• Links: EventsLinks: Events

•• Also: Also: –– ActivitiesActivities–– State transitionsState transitions


Business Event ModelBusiness Event ModelTypical Kinds of StatesTypical Kinds of States

•• Early in the life cycleEarly in the life cycle–– PotentialPotential–– CandidateCandidate–– PendingPending–– ReceivedReceived–– AssignedAssigned

•• MidstreamMidstream–– Active (often a super state) vs. InactiveActive (often a super state) vs. Inactive–– Approved, Authorized, Eligible, Approved, Authorized, Eligible, –– (Many kinds here)(Many kinds here)

•• End of the life cycleEnd of the life cycle–– ClosedClosed–– Resolved, Completed, Terminated, Resolved, Completed, Terminated, –– Expired, Denied, WithdrawnExpired, Denied, Withdrawn–– AppealedAppealed


Business Event ModelBusiness Event ModelTypical Kinds of EventsTypical Kinds of Events

•• Time EventsTime Events–– Point in time reached (Dec 31, Apr 15, 5:00 PM, etc.)Point in time reached (Dec 31, Apr 15, 5:00 PM, etc.)–– Time period reached (10 days passed, etc.)Time period reached (10 days passed, etc.)

•• Business EventsBusiness Events–– Order receivedOrder received–– Customer complainsCustomer complains–– Petition filedPetition filed–– Etc. Etc. (a million of these)(a million of these)

•• Natural EventsNatural Events–– Hurricane hitsHurricane hits


Business Event ModelBusiness Event ModelDirect CrossDirect Cross--reference to Other Modelsreference to Other Models

•• Objects/data Objects/data (What)(What)–– Which entities, relationships, or aggregates have a Which entities, relationships, or aggregates have a

lifelife--cycle worth examining?cycle worth examining?

•• Processes/activities Processes/activities (How)(How)–– What activities/processed are triggered?What activities/processed are triggered?


•• Parties/organizations/people Parties/organizations/people (Who)(Who)–– (typically not in this model)(typically not in this model)


Business Event ModelBusiness Event ModelExerciseExercise


•• Part 1:Part 1:–– List 3List 3--5 key related events, or5 key related events, or–– Identify an entity that has an interesting lifeIdentify an entity that has an interesting life--cyclecycle

•• Part 2: Sketch a STDPart 2: Sketch a STD


Business Location ModelBusiness Location ModelPurposePurpose

•• To represent:To represent:–– Business location requirementsBusiness location requirements

E.g. Where do we need to conduct business?E.g. Where do we need to conduct business?E.g. What support is needed in those places?E.g. What support is needed in those places?E.g. What needs to get from place to place?E.g. What needs to get from place to place?

•• Typically, to provide the foundation for:Typically, to provide the foundation for:–– Facility designs Facility designs …… facilitiesfacilities–– Network designs Network designs …… communication networks & communication networks &

transportation networkstransportation networks


Business Location ModelBusiness Location ModelSample Diagram Sample Diagram –– Site Channel DiagramSite Channel Diagram

•• Sites/Locations: Sites/Locations: –– Triangle with the name of the location in the center. The name Triangle with the name of the location in the center. The name is is

typically a noun or noun phrasetypically a noun or noun phrase

•• Channels:Channels:–– Arrows connecting the locations together. The arrow head Arrows connecting the locations together. The arrow head

indicates direction.indicates direction.


Business Location Model Business Location Model Sample DiagramSample Diagram

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Business Location ModelBusiness Location ModelNodes & LinksNodes & Links

•• Nodes: Locations (Sites)Nodes: Locations (Sites)•• Links: ChannelsLinks: Channels

•• Also: Cargo (may be data, people, other)Also: Cargo (may be data, people, other)


Business Location ModelBusiness Location ModelTypical Kinds of LocationsTypical Kinds of Locations

•• Whose location?Whose location?–– Internal Internal -- controlled by youcontrolled by you–– External External -- customer, vendor, partner, publiccustomer, vendor, partner, public……

•• Nature of the location?Nature of the location?–– Geographic areas Geographic areas -- boundaryboundary--orientedoriented

•• State, territory, neighborhood, campus, State, territory, neighborhood, campus, ……

–– Sites Sites -- pointpoint--orientedoriented•• Typically Typically ““addressableaddressable””•• (see next page)(see next page)


Business Location ModelBusiness Location ModelTypical Kinds of SitesTypical Kinds of Sites

•• Facility (place with a purpose)Facility (place with a purpose)–– Office (corporate, regional, local), Store, Plant, Warehouse, LaOffice (corporate, regional, local), Store, Plant, Warehouse, Lab, b,

School, Courthouse, Server room, Kitchen, etc.School, Courthouse, Server room, Kitchen, etc.

•• BuildingBuilding•• Land spot (construction site, test site, etc.)Land spot (construction site, test site, etc.)•• Mobile siteMobile site

–– VehicleVehicle–– ParticipantParticipant

•• ““Any connected siteAny connected site””•• ““Any siteAny site”” (connected or not) (connected or not)


Business Location ModelBusiness Location ModelTypical Kinds of ChannelsTypical Kinds of Channels

•• DataData–– Data Data ““fromfrom”” one location one location ““toto”” another locationanother location–– (Note: this is less relevant when there is a web assumption)(Note: this is less relevant when there is a web assumption)

•• ControlControl–– Triggers: OK to begin an activityTriggers: OK to begin an activity

•• MaterialMaterial–– Signed or original documentsSigned or original documents–– Equipment and suppliesEquipment and supplies

•• ParticipantsParticipants–– Staff movementStaff movement–– Customer movementCustomer movement–– Etc.Etc.


Business Location ModelBusiness Location ModelDirect CrossDirect Cross--reference to Other Modelsreference to Other Models

•• Objects/data Objects/data (What)(What)–– Where does data/material need to move between locations?Where does data/material need to move between locations?


•• Parties/organizations/people Parties/organizations/people (Who)(Who)–– Where do parties move between locations?Where do parties move between locations?

•• Events/occurrences Events/occurrences (When)(When)–– Where do triggers need to be communicated across locations?Where do triggers need to be communicated across locations?


Business Location ModelBusiness Location ModelExerciseExercise


•• Part 1: List 3Part 1: List 3--5 key locations (sites)5 key locations (sites)

•• Part 2: Sketch a LCDPart 2: Sketch a LCD–– Add a few channelsAdd a few channels


Business SocioBusiness Socio--Political ModelPolitical ModelPurposePurpose

•• To represent: To represent: Business Business ““organizationalorganizational”” requirementsrequirementsE.g. What external organizations, social/political groups need tE.g. What external organizations, social/political groups need to be o be

accommodated?accommodated?E.g. What organization structure will best support our goals?E.g. What organization structure will best support our goals?E.g. What roles are needed to conduct the business?E.g. What roles are needed to conduct the business?

•• Typically, to provide the foundation for:Typically, to provide the foundation for:–– Organization designs Organization designs …… organization structure & job positionsorganization structure & job positions–– External interface requirements (in part)External interface requirements (in part)


Business SocioBusiness Socio--Political ModelPolitical ModelSample Diagram Sample Diagram –– Party Affiliation DiagramParty Affiliation Diagram

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Business SocioBusiness Socio--Political ModelPolitical ModelSample Diagram Sample Diagram –– Party Affiliation DiagramParty Affiliation Diagram

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Business SocioBusiness Socio--Political ModelPolitical ModelSample Diagram Sample Diagram –– Org ChartOrg Chart

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Business SocioBusiness Socio--Political ModelPolitical ModelNodes & LinksNodes & Links

““PartyParty--Affiliation DiagramAffiliation Diagram””•• Nodes: PartiesNodes: Parties•• Links: AffiliationsLinks: Affiliations

–– Provider Provider –– End CustomerEnd Customer–– Provider Provider –– Other CustomerOther Customer–– Org Parent Org Parent –– Org ChildOrg Child–– CollaborationCollaboration–– OtherOther

•• Also: Roles Also: Roles –– normal or customary activities expected to be normal or customary activities expected to be performed by someoneperformed by someone..


Business SocioBusiness Socio--Political ModelPolitical ModelNodes & LinksNodes & Links

““Org ChartOrg Chart””•• Nodes: Org UnitsNodes: Org Units•• Links: AffiliationsLinks: Affiliations

–– Org Parent Org Parent –– Org ChildOrg Child–– Provider Provider –– Internal Customer (maybe)Internal Customer (maybe)–– Collaboration (maybe)Collaboration (maybe)

•• Also: Positions Also: Positions –– ””designeddesigned”” roles, usually with accountabilities, roles, usually with accountabilities, pay grades, etc.pay grades, etc.


Business SocioBusiness Socio--Political ModelPolitical ModelTypical Kinds of PartiesTypical Kinds of Parties

•• Your organizationYour organization–– Multiple Multiple ““legal entitieslegal entities””??–– Org unitsOrg units–– Roles, positions, and perhaps specific individualsRoles, positions, and perhaps specific individuals

•• Some others are very clearSome others are very clear–– CorporationsCorporations–– Governmental agenciesGovernmental agencies–– NonNon--profit organizationsprofit organizations

•• Some are less clearSome are less clear–– NeighborhoodsNeighborhoods–– PopulationsPopulations

•• Potential electric car driversPotential electric car drivers•• Hemorrhoid sufferersHemorrhoid sufferers•• Etc.Etc.


Business SocioBusiness Socio--Political ModelPolitical ModelTypical Kinds of RolesTypical Kinds of Roles

•• PerformingPerforming–– Coordinator, FacilitatorCoordinator, Facilitator–– Architect, Engineer, Architect, Engineer,

TechnicianTechnician–– Specialist, AnalystSpecialist, Analyst–– Administrator, Clerk, Administrator, Clerk,

SupportSupport–– Technical writerTechnical writer–– Etc.Etc.

•• LeadershipLeadership–– Team leadTeam lead–– Project managerProject manager–– Etc.Etc.

•• ManagementManagement–– ExecutiveExecutive–– ManagerManager–– Etc.Etc.


Business SocioBusiness Socio--Political ModelPolitical ModelTypical Kinds of AffiliationsTypical Kinds of Affiliations

•• CustomerCustomer (Provider (Provider –– End Customer)End Customer)–– Current customer, potential customer, etc.Current customer, potential customer, etc.

•• VendorVendor (Provider (Provider –– End Customer)End Customer)–– Current vendor, preferred vendor, potential vendor, etc.Current vendor, preferred vendor, potential vendor, etc.

•• Provider Provider –– Other CustomerOther Customer–– Internal vendor or customerInternal vendor or customer–– Intermediate vendor or customerIntermediate vendor or customer

•• Org Parent Org Parent –– Org ChildOrg Child–– Parent company & subsidiaryParent company & subsidiary–– Org unitsOrg units

•• Direct (work & admin, accountability)Direct (work & admin, accountability)•• Indirect (functional accountability) Indirect (functional accountability) –– ““dotted linedotted line””

•• PartnerPartner (Collaboration)(Collaboration)–– Legal partnershipsLegal partnerships–– Working relationships (formal or informal)Working relationships (formal or informal)

•• CompetitorCompetitor•• SubstitutionSubstitution


Business SocioBusiness Socio--Political ModelPolitical ModelDirect CrossDirect Cross--reference to Other Modelsreference to Other Models

•• Objects/data Objects/data (What)(What)–– (typically not in this model)(typically not in this model)



•• Events/occurrences Events/occurrences (When)(When)–– (typically not in this model)(typically not in this model)


Business SocioBusiness Socio--Political ModelPolitical ModelExerciseExercise


•• Part 1: List 3Part 1: List 3--5 key parties5 key parties

•• Part 2: Sketch a PADPart 2: Sketch a PAD–– Add a few affiliationsAdd a few affiliations

Must go thru learning curveControl of some functionsMachine making decisions they distrustStand to Lose

Better access to informationStandardized information

Automation of tedious functionsBetter access to informationStand to Gain

System Usage

Have deep appreciation for their area, but not much appreciation for other factors.

Not averse to change, but need clear guidelines on procedures to follow.Cultural Considerations

MediumLowLiteracy - Technical

HighLowLiteracy - Subject Area

105Size

Population

Technically skilled in areas of review, including environmental impact and zoning regulations.

Clerical staff who administer the permitting recordsGeneral Description

Role Description

ReviewerPermit Administrator

Business SocioBusiness Socio--Political ModelPolitical ModelRole Profile MatrixRole Profile Matrix


CrossCross--model Considerationsmodel Considerations•• Each model focuses on one aspect of the same thing Each model focuses on one aspect of the same thing

(the business)(the business)•• To be To be ““completecomplete”” each model would need to be fully each model would need to be fully

cross referenced to each of the other aspects. In cross referenced to each of the other aspects. In most projects, this is not practical.most projects, this is not practical.

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CrossCross--model Considerationsmodel Considerations

•• Options:Options:–– Do crossDo cross--referencing in the base modelsreferencing in the base models

•• In some cases, it is an integral part of the base modelIn some cases, it is an integral part of the base model•• In some cases, it can be diagram annotation or text In some cases, it can be diagram annotation or text

informationinformation

–– Create crossCreate cross--reference matrices (see next page)reference matrices (see next page)•• Can be formal and complete, i.e. a specificationCan be formal and complete, i.e. a specification•• Can be a sketch, i.e. a rough overviewCan be a sketch, i.e. a rough overview

•• Do whatever your needs dictate and your time Do whatever your needs dictate and your time allowsallows


CrossCross--reference Matricesreference MatricesAll combinations are sometimes needed. Here are some of the mostAll combinations are sometimes needed. Here are some of the most useful:useful:•• Object/DataObject/Data

–– DataData--activity (CRUD)activity (CRUD)–– DataData--role (CRUD)role (CRUD)–– DataData--locationlocation

•• Process (or Activity)Process (or Activity)–– ActivityActivity--datadata–– ActivityActivity--locationlocation–– ActivityActivity--rolerole–– ActivityActivity--event (trigger)event (trigger)

•• LocationLocation–– LocationLocation--activityactivity–– LocationLocation--partyparty–– LocationLocation--rolerole

•• OrganizationOrganization–– RoleRole--activityactivity–– RoleRole--locationlocation

•• EventEvent–– EventEvent--activityactivity–– EventEvent--locationlocation–– EventEvent--rolerole

This is where a good tool is very handy!This is where a good tool is very handy!


CrossCross--reference Matricesreference MatricesSample DataSample Data--Activity (CRUD) MatrixActivity (CRUD) Matrix

........

CRRRDetermine Order Price

CCCRURCRUCRUReceive Order

Order Price

Order Quantity

Order Item

TelephoneItem Price

Delivery Address

Customer Name


CrossCross--reference Matricesreference MatricesSample RoleSample Role--Process MatrixProcess Matrix

ReceptionAnswer PhonesPay RentPurchase SuppliesSend and Receive ShipmentsCoordinate Centre Cleaning

Manage the FacilityOffice Manager

Process CancellationProcess Payroll

Sell MembershipsSales Rep

Process PaymentProcess CancellationManage APMake Bank DepositDay-end Financials

Bookkeeper

Process PayrollManage the Franchise ActivitiesDirector

Manage APManage Franchisor RelationsOwner

AdminProcesses

Financial MgtProcesses

ManagementProcesses


An AllAn All--Model ExerciseModel ExerciseObject (Data), Process, Event, Location, SocioObject (Data), Process, Event, Location, Socio--PoliticalPolitical

Which model(s) should describe each of these facts:Which model(s) should describe each of these facts:1.1. We need to know which people completed which activitiesWe need to know which people completed which activities2.2. We get an order, check inventory, pack it and ship it.We get an order, check inventory, pack it and ship it.3.3. All customer inquiries are handled by a customer relationship All customer inquiries are handled by a customer relationship

representativerepresentative4.4. The sales department has three divisionsThe sales department has three divisions5.5. The sales center has four sales roomsThe sales center has four sales rooms6.6. When prosecution drops a case, we consider it When prosecution drops a case, we consider it ““closedclosed””7.7. When the prosecution drops a case, we need to notify all the parWhen the prosecution drops a case, we need to notify all the parties ties

and cancel any scheduled hearingsand cancel any scheduled hearings8.8. Each car has a make, model, and vehicle identification numberEach car has a make, model, and vehicle identification number


Packaging Requirements for Phase NextPackaging Requirements for Phase Next

We will discuss:We will discuss:–– What is the Next PhaseWhat is the Next Phase–– A common ScenarioA common Scenario–– Requirements TemplateRequirements Template–– What if the Scenario changes?What if the Scenario changes?


What is the Next Phase?What is the Next Phase?

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Design, of course!! Just put the requirements in a box Design, of course!! Just put the requirements in a box and throw them over the wall to the designer! Done!!!and throw them over the wall to the designer! Done!!!


What is the Next Phase?What is the Next Phase?

••Actually the answer depends on:Actually the answer depends on:–– The type of project (e.g. IT, reorganization, The type of project (e.g. IT, reorganization,

process improvement, etc.)process improvement, etc.)–– Who will be doing the design and realization of the Who will be doing the design and realization of the

projectproject–– The relationship you wish to have with those who The relationship you wish to have with those who

are doing the design and realization of the projectare doing the design and realization of the project–– Your methodology Your methodology –– For our discussion we will For our discussion we will

assume the standard waterfall (or some cool assume the standard waterfall (or some cool proprietary methodology that is a lot like it)proprietary methodology that is a lot like it)


Design Premises for Scenario ADesign Premises for Scenario A••Lets assume a common scenario:Lets assume a common scenario:

–– The type of project The type of project –– IT (product doesnIT (product doesn’’t exist t exist already)already)

–– Who will be doing the design and realization of the Who will be doing the design and realization of the project project –– InIn--house Development house Development

–– The relationship you wish to have with those who The relationship you wish to have with those who are doing the design and realization of the project are doing the design and realization of the project –– We trust them to come up with the best design We trust them to come up with the best design to meet the business requirements with little to meet the business requirements with little technical input technical input


Requirements DocumentsRequirements Documents

•• Normally a requirements specification is Normally a requirements specification is considered to be complete. considered to be complete.

•• This means that it contains all of the things This means that it contains all of the things that are necessary and none that are not. that are necessary and none that are not.

•• However, in reality, it may contain just However, in reality, it may contain just enough of the requirements for the effort to enough of the requirements for the effort to move along, with the remaining unspecified move along, with the remaining unspecified requirements (usually technical requirements) requirements (usually technical requirements) to be added later. to be added later.

Note: Whichever the case, it should be stated. Note: Whichever the case, it should be stated.


Requirements TemplateRequirements Template

•• Before we introduce a Template for Before we introduce a Template for Requirements, 2 Premises to consider:Requirements, 2 Premises to consider:

–– Important Premise 1:Important Premise 1: Templates should be used to Templates should be used to guide your thinking, not replace it!!!guide your thinking, not replace it!!!

–– Important Premise 2:Important Premise 2: Every situation is unique.Every situation is unique.

•• Should two Requirements Documents ever follow Should two Requirements Documents ever follow the exact same Template?the exact same Template?


Requirements TemplateRequirements Template•• Requirement Documents typically contain the Requirement Documents typically contain the

following sections:following sections:–– IntroductionIntroduction –– The Introduction includes the purpose of the The Introduction includes the purpose of the

requirements, the status and completeness of the document, an requirements, the status and completeness of the document, an overview of the effort and high level descriptions of what is overview of the effort and high level descriptions of what is included in the document. Document control information is also included in the document. Document control information is also often included.often included.

–– Project VisionProject Vision -- This is an overview of the project definition.This is an overview of the project definition.–– Business RequirementsBusiness Requirements (Functional Requirements) (Functional Requirements) –– A A

business requirement is something that is necessary for the business requirement is something that is necessary for the conduct of business. It is independent of the way in which it wiconduct of business. It is independent of the way in which it will ll be enabled, or the be enabled, or the ““solutionsolution””. We are assuming that for almost . We are assuming that for almost any business requirement, there is more than one way it can be any business requirement, there is more than one way it can be designed and implemented (enabled or solution). designed and implemented (enabled or solution).

–– Solution (Technology) Directions/RequirementsSolution (Technology) Directions/Requirements (Non (Non Functional Requirements) Functional Requirements) -- A solution requirement is something A solution requirement is something that is necessary to enable the business requirements. It is a that is necessary to enable the business requirements. It is a requirement for the product that will be delivered. A combinatirequirement for the product that will be delivered. A combination on of business requirements wrapped in some technology (enabling of business requirements wrapped in some technology (enabling media). A solution requirement might involve automation or it media). A solution requirement might involve automation or it might require something from a manual system.might require something from a manual system.


Requirements TemplateRequirements TemplateIntroductionIntroduction

IntroductionIntroduction•• Purpose of this DocumentPurpose of this Document -- The basic purpose of the document (e.g. Initiate the The basic purpose of the document (e.g. Initiate the

Design Phase, Select a Software Package, Complete the Design. CDesign Phase, Select a Software Package, Complete the Design. Could also include ould also include any unique purpose for this specific document.any unique purpose for this specific document.

•• Completeness of this DocumentCompleteness of this Document –– A statement describing the status and A statement describing the status and completeness of the document:completeness of the document:

–– Example 1 Example 1 –– This specification is complete. Each stated requirement must beThis specification is complete. Each stated requirement must beachieved and no other requirements are desired.achieved and no other requirements are desired.

–– Example 2 Example 2 –– This specification is accurate, but not complete. Each stated This specification is accurate, but not complete. Each stated requirement must be achieved, and we expect other requirements trequirement must be achieved, and we expect other requirements to be discovered o be discovered as the effort continues. We feel that the specification is compas the effort continues. We feel that the specification is complete enough to meet lete enough to meet the purpose stated above.the purpose stated above.

•• Overview of This Document Overview of This Document –– An executive summary of the information contained in An executive summary of the information contained in the requirements document. A high level description of the needthe requirements document. A high level description of the need..

•• Sections of the DocumentSections of the Document -- Descriptions intended to act a both a high level table of Descriptions intended to act a both a high level table of contents as well as an extended Executive Summarycontents as well as an extended Executive Summary

•• Other Related DocumentsOther Related Documents –– Either referenced or included. Documents might include:Either referenced or included. Documents might include:–– Enterprise Strategic PlanEnterprise Strategic Plan–– Project DefinitionProject Definition–– ……

•• Document ControlDocument Control –– Any document controls included. These are optional and are Any document controls included. These are optional and are based on the organizations document and change control procedurebased on the organizations document and change control procedures. Information s. Information might include: might include: Author(sAuthor(s), Affiliation of ), Affiliation of Author(sAuthor(s), Date Created, Date Last Updated, ), Date Created, Date Last Updated, Version Number, etc.Version Number, etc.


Requirements TemplateRequirements TemplateProject VisionProject Vision

Project Vision includes:Project Vision includes:•• An overview of the project definition, including An overview of the project definition, including

stakeholders, business intentions, values, focus stakeholders, business intentions, values, focus (scope, perspectives, etc.), and context (scope, perspectives, etc.), and context (constraints, risks, etc.).(constraints, risks, etc.).

•• In some cases, it might make sense to include the In some cases, it might make sense to include the entire project definition.entire project definition.

Note: although this is technically not requirements, it Note: although this is technically not requirements, it does give the background for the motivations that does give the background for the motivations that the requirements are based on.the requirements are based on.


Requirements TemplateRequirements TemplateBusiness (Functional) RequirementsBusiness (Functional) Requirements

Business Requirements Business Requirements –– The models and text describing the The models and text describing the requirements of the businessrequirements of the business

•• Business Object/Data RequirementsBusiness Object/Data Requirements–– Business Object/Data ModelBusiness Object/Data Model

•• Object Model Diagram Object Model Diagram --•• Object Model TextObject Model Text

–– EntitiesEntities»» Name:Name: -- The name of the entity (in upper case).The name of the entity (in upper case).»» Definition/ Description:Definition/ Description: -- A statement that clearly describes the A statement that clearly describes the

entity.entity.»» Examples: Examples: -- Optionally, examples may be used to clarify the Optionally, examples may be used to clarify the

definition above.definition above.»» Policies/Business Rules: Policies/Business Rules: -- Any business policies or rules that Any business policies or rules that

define, constrain, or have any bearing on the entity.define, constrain, or have any bearing on the entity.»» Sensitivity: Sensitivity: -- Any considerations at the entity level.Any considerations at the entity level.»» Attributes: Attributes: -- A unique property of the entity.A unique property of the entity.»» Component Type: Component Type: -- Describes the sub class of the entity. Types Describes the sub class of the entity. Types

include: entity, superinclude: entity, super--type, subtype and associative.type, subtype and associative.»» Metrics/Volume: Metrics/Volume: -- For any measurements related to the entity. For any measurements related to the entity.

Volume refers to the estimated number of occurrences of interestVolume refers to the estimated number of occurrences of interestover a given period of time.over a given period of time.


Requirements TemplateRequirements TemplateBusiness (Functional) Requirements (Continued)Business (Functional) Requirements (Continued)

Business Requirements (Continued)Business Requirements (Continued)•• Object Model Text (continued)Object Model Text (continued)

–– RelationshipsRelationships»» Name:Name: -- The name of the relationship. The name of the relationship. »» Definition/ Description:Definition/ Description: -- A statement that clearly describes A statement that clearly describes

the relationship.the relationship.»» Examples: Examples: -- Optionally, examples may be used to clarify the Optionally, examples may be used to clarify the

definition above.definition above.»» Policies/Business Rules: Policies/Business Rules: -- Any business policies or rules Any business policies or rules

that define, constrain, or have any bearing on the that define, constrain, or have any bearing on the relationship.relationship.

»» Sensitivity: Sensitivity: -- Any considerations at the relationship level.Any considerations at the relationship level.»» Attributes: Attributes: -- A unique property of the relationship.A unique property of the relationship.»» Metrics/Volume: Metrics/Volume: -- For any measurements related to the For any measurements related to the

relationship. Volume refers to the estimated number of relationship. Volume refers to the estimated number of occurrences of interest over a given period of time.occurrences of interest over a given period of time.




–– AttributesAttributes»» Name:Name: -- The name of the attribute in title case. The name of the attribute in title case. »» Definition/ Description:Definition/ Description: -- A statement that clearly describes A statement that clearly describes

the attribute.the attribute.»» Examples: Examples: -- Optionally, examples may be used to clarify the Optionally, examples may be used to clarify the


that define, constrain, or have any bearing on the attribute.that define, constrain, or have any bearing on the attribute.»» Sensitivity: Sensitivity: -- Any considerations for the attribute.Any considerations for the attribute.»» Component Types: Component Types: -- Describes the sub class of the Describes the sub class of the

attribute. Types include: attribute, unique identifier, attribute. Types include: attribute, unique identifier, repeating, derived.repeating, derived.

»» Edit Criteria: Edit Criteria: -- The domain and valid values of an attribute.The domain and valid values of an attribute.»» Name of Entity or Relationship: Name of Entity or Relationship: -- This is the entity or This is the entity or

relationship that this attribute belongs to.relationship that this attribute belongs to.



Business Requirements (Continued)Business Requirements (Continued)•• Business Process RequirementsBusiness Process Requirements

–– Business Process ModelBusiness Process Model•• Process Model Diagram(s)Process Model Diagram(s)•• Process Model TextProcess Model Text

–– ProcessesProcesses»» ID: ID: -- A numeric identifier used as a reference between the diagram andA numeric identifier used as a reference between the diagram and the the

text.text.»» Name: Name: -- The name of the process (in mixed case).The name of the process (in mixed case).»» Definition: Definition: -- A statement that clearly describes the process.A statement that clearly describes the process.»» Examples: Examples: -- Optionally, examples may be used to clarify the definition aboveOptionally, examples may be used to clarify the definition above..»» Exception: Exception: -- Any exception to the process. When will this process not be Any exception to the process. When will this process not be

followed?followed?»» Processor: Processor: -- The person or thing which does the process.The person or thing which does the process.»» Trigger: Trigger: -- The event or occurrence which initiates the process.The event or occurrence which initiates the process.»» Policies/Business Rules:Policies/Business Rules: -- Any business policies or rules that define, Any business policies or rules that define,

constrain, or have any bearing on the process.constrain, or have any bearing on the process.»» Sensitivity: Sensitivity: -- Any considerations at the process level.Any considerations at the process level.»» Metrics: Metrics: -- Volumes: Estimate of the number of occurrences of interest over Volumes: Estimate of the number of occurrences of interest over a a

given time period. Frequencies:given time period. Frequencies: Estimate of the number of times the process Estimate of the number of times the process repeats over a given time period. Durations: Estimate of the lenrepeats over a given time period. Durations: Estimate of the length of time the gth of time the process lasts/continues. Error Rates: process lasts/continues. Error Rates: TThe rate of error in executing the process he rate of error in executing the process due to mistakes or uncontrollable factorsdue to mistakes or uncontrollable factors



Business Requirements (Continued)Business Requirements (Continued)–– Data FlowsData Flows

»» Name: Name: -- The name of the data flow The name of the data flow »» Description: Description: -- A Statement that clearly defines the data flowA Statement that clearly defines the data flow»» Definition: Definition: -- A description of the data that is being A description of the data that is being

moved/flowed, including the data elements if knownmoved/flowed, including the data elements if known»» Examples: Examples: -- Optionally, several examples may be used to Optionally, several examples may be used to

clarify the definition above.clarify the definition above.»» Exception: Exception: -- Any exception to the data flow. When will this Any exception to the data flow. When will this

data not be moved/flowed? When is a diversion allowed or data not be moved/flowed? When is a diversion allowed or called for?called for?

»» Policies/Business Rules: Policies/Business Rules: -- Any business policies orAny business policies or rules rules that define, constrain, or have any bearing on the data flow. that define, constrain, or have any bearing on the data flow.

»» Sensitivity: Sensitivity: -- Any considerations at the data flow level. Any considerations at the data flow level. »» Metrics: Metrics: Volume: Estimate of the number of occurrences of Volume: Estimate of the number of occurrences of

interest over a given time period. Frequency: Estimate of the interest over a given time period. Frequency: Estimate of the number of times the data flow repeats over a given time number of times the data flow repeats over a given time period. Error Rate: period. Error Rate: -- Estimate of the rate of error in the data Estimate of the rate of error in the data flow due to mistakes or uncontrollable factorsflow due to mistakes or uncontrollable factors



Business Requirements (Continued)Business Requirements (Continued)–– Data StoresData Stores

»» ID: ID: -- A numeric identifier used as a reference between the A numeric identifier used as a reference between the diagram and the text.diagram and the text.

»» Name: Name: -- The name of the data store.The name of the data store.»» Description: Description: -- A description of the data being storedA description of the data being stored»» Definition: Definition: -- A statement that clearly defines the data store, A statement that clearly defines the data store,

including the data elements if known.including the data elements if known.»» Examples: Examples: -- Optionally, several examples may be used to Optionally, several examples may be used to

clarify the definition above.clarify the definition above.»» Policies/Business Rules: Policies/Business Rules: -- Includes the role, purpose or Includes the role, purpose or

function of the data storefunction of the data store»» Sensitivity: Sensitivity: -- Any considerations at the data store level.Any considerations at the data store level.»» Metrics: Metrics: -- Volume: Estimate of the number of occurrences Volume: Estimate of the number of occurrences

of interest over a given time period.of interest over a given time period.–– External EntitiesExternal Entities

»» These are organizations and people with which the solution These are organizations and people with which the solution interacts. This interaction may be faceinteracts. This interaction may be face--toto--face, through the face, through the mail, through email, via fax, through a web application, etc.mail, through email, via fax, through a web application, etc.

»» Interactions can include the exchange of data, money, or Interactions can include the exchange of data, money, or materials (contracts, parcels, ad material, etc.)materials (contracts, parcels, ad material, etc.)



Business Requirements (Continued)Business Requirements (Continued)•• Business Event RequirementsBusiness Event Requirements

–– Business Event ModelBusiness Event Model•• Event Model Event Model Diagram(sDiagram(s))•• Event Model TextEvent Model Text

–– EventsEvents»» Name: Name: -- The name of the state (in all capital letters)The name of the state (in all capital letters)»» Definition: Definition: -- A statement that clearly describes the state. A statement that clearly describes the state.

This will typically be a general description but may include This will typically be a general description but may include attribute values and/or relationship participation as part of thattribute values and/or relationship participation as part of the e definition. definition.

»» Examples: Examples: -- Several examples are required to clarify the Several examples are required to clarify the definition above.definition above.

»» Policies/Business Rules: Policies/Business Rules: -- Any business policies or rules Any business policies or rules that define, constrain, or have any bearing on the state. that define, constrain, or have any bearing on the state.

»» Sensitivity: Sensitivity: -- Any considerations at the state level.Any considerations at the state level.»» Metrics: Metrics: -- Volume: Volume: Estimate of the number of occurrences Estimate of the number of occurrences

of interest over a given time period. of interest over a given time period. Duration:Duration: Estimate of Estimate of the length of time the state lasts/continuesthe length of time the state lasts/continues




–– Business Event ModelBusiness Event Model–– StatesStates

»» Name: Name: -- The name of the event (in mixed case)The name of the event (in mixed case)»» Definition: Definition: -- A statement that clearly describes the event. A statement that clearly describes the event. »» Initiation Point: Initiation Point: -- Who, where, how Who, where, how –– or whatever is or whatever is

relevant. relevant. »» Detection Point: Detection Point: -- Who, where, how Who, where, how –– or whatever is or whatever is

relevant. relevant. »» Examples: Examples: -- Several examples are required to clarify the Several examples are required to clarify the

definition above.definition above.»» Policies/Business Rules:Policies/Business Rules: -- Any business policies or rules Any business policies or rules

that define, constrain, or have any bearing on the event.that define, constrain, or have any bearing on the event.»» Sensitivity: Sensitivity: -- Any considerations at the event level.Any considerations at the event level.»» Metrics: Metrics: -- Volume: Estimate of the number of occurrences Volume: Estimate of the number of occurrences

of interest over a given time period.of interest over a given time period.




–– Business Event ModelBusiness Event Model–– State TransitionState Transition

»» Name:Name: -- The name of state prior to the transitionThe name of state prior to the transition»» From StateFrom State: : -- The name of state prior to the transitionThe name of state prior to the transition»» To State:To State: -- The name of state after the transitionThe name of state after the transition»» Event TriggersEvent Triggers: : -- (May be more than one event that (May be more than one event that

can cause transition) can cause transition) »» Guards:Guards: -- Description of Description of guard(sguard(s), if any), if any»» Activities:Activities: -- Activities triggered by the state transitionActivities triggered by the state transition



Business Requirements (Continued)Business Requirements (Continued)•• Business Location RequirementsBusiness Location Requirements

–– Business Location ModelBusiness Location Model•• Location Model Diagram(s)Location Model Diagram(s)•• Location Model TextLocation Model Text

–– SitesSites»» Name: Name: -- The name of the state (in all capital letters)The name of the state (in all capital letters)»» Definition: Definition: -- A statement that clearly describes the location. A statement that clearly describes the location.

This will typically be a general description .This will typically be a general description .»» Examples: Examples: -- Several examples are required to clarify the Several examples are required to clarify the


that define, constrain, or have any bearing on the site. that define, constrain, or have any bearing on the site. »» Time zone:Time zone: –– Time Zone the Site is located inTime Zone the Site is located in»» GeoGeo--political considerationspolitical considerations: Local laws, Local culture : Local laws, Local culture

(holidays, customs, etc.)(holidays, customs, etc.)



Business Requirements (Continued)Business Requirements (Continued)•• Business Location RequirementsBusiness Location Requirements

–– ChannelsChannels»» Name: Name: -- The name of the state (in all capital letters)The name of the state (in all capital letters)»» Definition: Definition: -- A statement that clearly describes the location. A statement that clearly describes the location.

This will typically be a general description .This will typically be a general description .»» Examples: Examples: -- Several examples are required to clarify the Several examples are required to clarify the


that define, constrain, or have any bearing on the site.that define, constrain, or have any bearing on the site.»» DistanceDistance»» Other trafficOther traffic»» Quality requirementsQuality requirements»» Volume:Volume: Transport volumes, Transport rates (Transport volumes, Transport rates (Min,max.avgMin,max.avg.), .),

Error ratesError rates



Business Requirements (Continued)Business Requirements (Continued)•• Business SocioBusiness Socio--Political RequirementsPolitical Requirements

–– Business SocioBusiness Socio--Political ModelPolitical Model–– PartyParty

»» Name: Name: -- The name of the PartyThe name of the Party»» Definition: Definition: -- A statement that clearly describes the A statement that clearly describes the

party. This will typically be a general description .party. This will typically be a general description .»» Examples: Examples: -- Several examples are required to clarify Several examples are required to clarify

the definition above.the definition above.»» Policies/Business Rules: Policies/Business Rules: -- Any business policies or Any business policies or

rules that define, constrain, or have any bearing on the rules that define, constrain, or have any bearing on the Party. Party.

»» Mission: Mission: Mission statement if availableMission statement if available»» Governance policyGovernance policy»» Cultural considerationsCultural considerations: Reward systems, etc.: Reward systems, etc.»» Role Names/Responsibilities Role Names/Responsibilities



Business Requirements (Continued)Business Requirements (Continued)•• Business SocioBusiness Socio--Political RequirementsPolitical Requirements

–– Business SocioBusiness Socio--Political ModelPolitical Model–– AffiliationAffiliation

»» Name: Name: -- The name of the AffiliationThe name of the Affiliation»» Definition: Definition: -- A statement that clearly describes the A statement that clearly describes the

affiliation. This will typically be a general description .affiliation. This will typically be a general description .»» Examples: Examples: -- Several examples are required to clarify Several examples are required to clarify

the definition above.the definition above.»» Policies/Business Rules: Policies/Business Rules: -- Any business policies or Any business policies or

rules that define, constrain, or have any bearing on the rules that define, constrain, or have any bearing on the affiliation. affiliation.


Requirements TemplateRequirements TemplateSolution (Technology) Directions/RequirementsSolution (Technology) Directions/Requirements

Solution (Technology) Directions/Requirements (Non Solution (Technology) Directions/Requirements (Non Functional Requirements)Functional Requirements)Solution Solution ““DirectionsDirections”” are not absolute constraints. They must be met are not absolute constraints. They must be met unless a different proposed solution can be justified.unless a different proposed solution can be justified.Solution Solution ““RequirementsRequirements”” are absolute constraints. They must be met.are absolute constraints. They must be met.

•• Architectural DesignArchitectural DesignThis section shows the conceptual physical design of the system This section shows the conceptual physical design of the system components and their interrelationships. This includes the databcomponents and their interrelationships. This includes the databases, ases, the processing subsystems, the servers, and the users.the processing subsystems, the servers, and the users.–– Conceptual Architecture:Conceptual Architecture: The conceptual architecture is The conceptual architecture is

developed as a shared image of what the resulting product developed as a shared image of what the resulting product might might look like and what may be possible within the time and cost look like and what may be possible within the time and cost constraints of the project. It represents what may be included iconstraints of the project. It represents what may be included in the n the immediate solution, but also indicates directions and hopes for immediate solution, but also indicates directions and hopes for the the more long term futuremore long term future


Business Requirements ExampleBusiness Requirements Example

Business RequirementsBusiness Requirements•• Business Object/Data RequirementsBusiness Object/Data Requirements

–– Business Object/Data ModelBusiness Object/Data Model•• Object Model DiagramObject Model Diagram



Business Requirements Business Requirements –– The models and text The models and text describing the requirements of the businessdescribing the requirements of the business

•• Business Object/Data RequirementsBusiness Object/Data Requirements–– Business Object/Data ModelBusiness Object/Data Model

•• Object Model Diagram Object Model Diagram --•• Object Model TextObject Model Text

–– EntitiesEntities»» Name: Name: PERSONPERSON»» Definition/ Description:Definition/ Description: An individual of interest.An individual of interest.»» Examples: Examples: John Smith, Mary DoeJohn Smith, Mary Doe»» Policies/Business Rules: Policies/Business Rules: We only collect information about We only collect information about

adult adult PERSONsPERSONs (18 or older).(18 or older).»» Sensitivity: Sensitivity: Anyone can view a Anyone can view a PERSONPERSON’’ss name.name.»» Attributes: Attributes: First Name, Late Name and Date of BirthFirst Name, Late Name and Date of Birth»» Component Type: Component Type: Subtype EntitySubtype Entity»» Metrics/Volume: Metrics/Volume: 300/month300/month




–– RelationshipsRelationships»» Name:Name: PARTY desires to change PROPERTYPARTY desires to change PROPERTY»» Definition/ Description:Definition/ Description: The application for the The application for the

modification of a property by an applicant. modification of a property by an applicant. »» Examples: Examples: ABC Construction Firm applies for new ABC Construction Firm applies for new

construction, Joe Smith desires to add an addition to construction, Joe Smith desires to add an addition to his home.his home.

»» Policies/Business Rules: Policies/Business Rules: Application can be made Application can be made by more than one PARTY (e.g. by a consortium)by more than one PARTY (e.g. by a consortium)

»» Sensitivity: Sensitivity: Only share the application information Only share the application information with the parties involved or with individiuals within the with the parties involved or with individiuals within the departmentdepartment

»» Attributes: Attributes: Date of Application, Type of ChangeDate of Application, Type of Change»» Metrics/Volume: Metrics/Volume: 100/month100/month




–– AttributesAttributes»» Name:Name: Type of ChangeType of Change»» Definition/ Description:Definition/ Description: Indicates the type of change Indicates the type of change

to the property desired by the applicant.to the property desired by the applicant.»» Examples: Examples: New ConstructionNew Construction»» Policies/Business Rules: Policies/Business Rules: There can be only one There can be only one

type of change per application.type of change per application.»» Sensitivity: Sensitivity: Any one in the department can see the Any one in the department can see the

type of change.type of change.»» Component Types: Component Types: AttributeAttribute»» Edit Criteria: Edit Criteria: Valid Values are:Valid Values are: New Construction, New Construction,

Additional Construction, DemolitionAdditional Construction, Demolition»» Name of Entity or Relationship: Name of Entity or Relationship: DEVELOPMENT DEVELOPMENT

APPLICATIONAPPLICATION


Conceptual Design ExampleConceptual Design Example

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Another Design ScenarioAnother Design Scenario••Lets assume a different scenario:Lets assume a different scenario:

–– The type of project The type of project -- ITIT–– Who will be doing the design and realization of the Who will be doing the design and realization of the

project project –– Sending out an RFP (product doesnSending out an RFP (product doesn’’t t exist already)exist already)

–– The relationship you wish to have with those who The relationship you wish to have with those who are doing the design and realization of the project are doing the design and realization of the project –– We trust them to come up with the best design We trust them to come up with the best design to meet the business requirements. Enough to meet the business requirements. Enough technical input to describe technical directions and technical input to describe technical directions and constraints. (Partnership Driven contract)constraints. (Partnership Driven contract)


How does this Scenario change How does this Scenario change things?things?

•• Do models still work as Requirements if the Do models still work as Requirements if the work is being outwork is being out--sourced?sourced?

•• What if I have a technical vendor who doesnWhat if I have a technical vendor who doesn’’t t know how to read models?know how to read models?

•• So then what is different?So then what is different?


Adding ContextAdding Context

•• Adding a Adding a ““StoryStory”” to the Business to the Business RequirementsRequirements–– For a vendor to really solve your problem they For a vendor to really solve your problem they

have to really understand the world you live in. have to really understand the world you live in. You need to them your storyYou need to them your story

–– Requirements are typically created within the Requirements are typically created within the context of the business. Sharing that context context of the business. Sharing that context helps clarify the story. The most common helps clarify the story. The most common techniques for sharing context are:techniques for sharing context are:

•• Stories and ScenariosStories and Scenarios•• Business Use Cases (Please note the word Business Use Cases (Please note the word

BusinessBusiness))


Story/Scenario ExampleStory/Scenario Example

•• Develop Grant AgreementDevelop Grant Agreement–– The State program staff determines that it is time to start planThe State program staff determines that it is time to start planning for the next ning for the next

Energy or Weatherization year and develops the criteria for the Energy or Weatherization year and develops the criteria for the grant grant agreements. Weatherization budgets are determined and entered atagreements. Weatherization budgets are determined and entered at the state the state and available for the local provider weatherization staff. Budgeand available for the local provider weatherization staff. Budgets for the ts for the Energy Assistance Program are not known at this time. The local Energy Assistance Program are not known at this time. The local provider provider takes information from the current plan and brings it forward totakes information from the current plan and brings it forward to the new the new energy year and modifies the plan information. The plan is incomenergy year and modifies the plan information. The plan is incomplete and plete and will not be complete until the budgets are final. The state has will not be complete until the budgets are final. The state has the opportunity the opportunity to review the plan and give feedback to the local providerto review the plan and give feedback to the local provider……

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Business Use Case ExampleBusiness Use Case Example

…55

If not correct, record status as deficient and issue a deficiency letter.Make sure application is signed and dated.44

A. In some cases the staff member feels that it is not within their authority to clear the application and refers it to enforcement. The status is recorded as referred.

B. In some cases the staff member feels more information is needed. The status is recorded as deficient and a deficiency letter is issued.

C1. If answer is yes to delinquent taxes, contact revenue for tax clearance.

C2a. If Revenue does not object, we record this information. C2b. If Revenue objects, we record this information and issue an

ineligibility letter

Review questions for any “yes answers”: prior convictions, administrative actions, and delinquent taxes.

33

If any required information is missing, record status as deficient and issue a deficiency letter.

Make sure all required information is on application: Full LegalName, Resident address, Date of Birth, SS#, Appointing Company Name or NAIC# , Company Address, Lines of Authority being appointed,

22

If not correct, record status as deficient and issue a deficiency letter.Verify that all attachments are present+ BCA Form+ Company appointment form+ If they are applying for Surplus Lines, they must show proof of

a $10K bond..+ 30 Hours basic education certificate including exam test

scores+ 15 Hour education specific to the line of authority they are

applying for i.e. {P/C, LAH} including exam test scores+ Letter of certification from resident state. [Non-resident only]:

11

ExtensionsMain Scenario#

Review Insurance Agent License Application


Adding ContextAdding Context

•• Adding more Technical Directions (Non Adding more Technical Directions (Non Functional Requirements)Functional Requirements)–– Vendors are likely also unfamiliar with:Vendors are likely also unfamiliar with:

•• Your current technical environment.Your current technical environment.•• Your hopes and dreams for having are really great Your hopes and dreams for having are really great

technical environment, some day.technical environment, some day.



Solution (Technology) Directions/Requirements (Continued)Solution (Technology) Directions/Requirements (Continued)•• Hardware/Software Directions/RequirementsHardware/Software Directions/Requirements

–– Technology to utilize Technology to utilize –– Technologies that we want the solution to be Technologies that we want the solution to be based on. Requirements must be met while Directions are strong based on. Requirements must be met while Directions are strong preferences that should be adhered to unless valid justificationpreferences that should be adhered to unless valid justification is is made. Types of Directions and Requirements include:made. Types of Directions and Requirements include:

•• Existing technical platforms.Existing technical platforms.•• Object inheritance and reusability.Object inheritance and reusability.•• Web services Web services –– publish our own and utilize third party web servicespublish our own and utilize third party web services•• Other platforms to consider Other platforms to consider •• Future compatibility with hardware and software vendorsFuture compatibility with hardware and software vendors•• Third Party Dues Processor. Franchises to be encouraged and Third Party Dues Processor. Franchises to be encouraged and

preferred vendors.preferred vendors.–– Current technology to avoidCurrent technology to avoid

•• Problem or incompatible technologies, vendors and servicesProblem or incompatible technologies, vendors and services



Solution (Technology) Directions/Requirements (Continued)Solution (Technology) Directions/Requirements (Continued)•• Hardware/Software RequirementsHardware/Software Requirements

–– Supported TechnologiesSupported Technologies•• BrowsersBrowsers•• Video PlayersVideo Players•• Etc.Etc.

–– Minimal/Recommended System RequirementsMinimal/Recommended System Requirements


Another Design ScenarioAnother Design Scenario••Lets assume a different scenario:Lets assume a different scenario:

–– The type of project The type of project -- ITIT–– Who will be doing the design and realization of the Who will be doing the design and realization of the

project project –– Sending out an RFP (looking for an Sending out an RFP (looking for an existing product)existing product)

–– The relationship you wish to have with those who The relationship you wish to have with those who are doing the design and realization of the project are doing the design and realization of the project –– WeWe’’re spending an awful lot of money here and re spending an awful lot of money here and we want to make sure we are able to get the most we want to make sure we are able to get the most out of the existing product and not miss any out of the existing product and not miss any hidden licensing costs (Contract Driven) hidden licensing costs (Contract Driven)


How does this Scenario change How does this Scenario change things?things?

•• Do models still work as Requirements if the Do models still work as Requirements if the product already exists?product already exists?

•• Do stories, scenarios and use cases still work Do stories, scenarios and use cases still work as Requirements if the product already as Requirements if the product already exists?exists?

•• So then what is different?So then what is different?


Adding Subject EvaluationAdding Subject Evaluation

•• Up to this point the evaluation of the designUp to this point the evaluation of the design’’s s compliance to the requirements will be mostly compliance to the requirements will be mostly subjective. There is nothing wrong with that, subjective. There is nothing wrong with that, but sometimes we want more objective but sometimes we want more objective methods of evaluation.methods of evaluation.

•• One of the most common methods is turning One of the most common methods is turning models and stories into Checkbox models and stories into Checkbox RequirementsRequirements

•• If the goal is Checkbox Requirements, do we If the goal is Checkbox Requirements, do we still need models?still need models?


Example Example –– Checkbox RequirementsCheckbox Requirements

M

Provide a central file for storing all customer / non-vendor payee related information (e.g., address, name). This functionality is to track (e.g., identify, record, inquire, report) separate from the State procurement system, the counter-party for a non-vendor business event / document / transaction, such as, but not limited to revenue, employee reimbursement, claims or tax-refund expenditure.

FAR-001

MAllow authorized users to correlate objects into appropriations.DOB-003

M

Provide the appropriate accounting treatment automatically for each fund type in accordance with GAAP as promulgated by GASB. Both statewide and agency accounting requirements need to be accommodated.

DGR-010

M

Maintain the proposed data classification structure for the State as described below. Within each structure, the data classificationelements are listed hierarchically from highest to lowest.

* Strategic Program;* Activity;* Organization (state, agency, division, section, unit);* Fund;* Appropriation;* General Ledger Account;* Object;* Grant;

DGR-006

CommentCost of ModificationCodePriorityRequirementID

Examples from an RFP for a Financial System from a Southern State:


Packaging RequirementsPackaging RequirementsSummarySummary

•• Start with ModelsStart with Models–– You already have them from you analysisYou already have them from you analysis–– They express requirements concisely and clearly They express requirements concisely and clearly

without ambiguitywithout ambiguity

•• Add detail as necessaryAdd detail as necessary–– Stories/Scenarios/Use CasesStories/Scenarios/Use Cases–– Technical Directions and RequirementsTechnical Directions and Requirements–– Objective evaluation techniques (Checkbox Objective evaluation techniques (Checkbox

Requirements)Requirements)


A Case StudyA Case StudyCalvert County, MarylandCalvert County, Maryland

Development Permit ProjectDevelopment Permit Project19981998

We will look at:We will look at:•• Project backgroundProject background•• Each type of model Each type of model –– and key observationsand key observations•• Some themes that emergedSome themes that emerged


Project BackgroundProject Background

•• Calvert County, MarylandCalvert County, Maryland–– Small, historically rural countySmall, historically rural county–– Now being hit by sprawl from Washington, DC and Now being hit by sprawl from Washington, DC and

experiencing fast growthexperiencing fast growth

•• The problem:The problem:–– When a someone applies for building permit, it When a someone applies for building permit, it

takes forevertakes forever–– Can be for a new house, a new shopping center, Can be for a new house, a new shopping center,

or adding a deck to an existing houseor adding a deck to an existing house–– Applicants (citizens and developers) are Applicants (citizens and developers) are

complaining to the County Commissionerscomplaining to the County Commissioners



•• The perceived solution: The perceived solution: –– Need a new computer system and better data. Need a new computer system and better data.

The current system is terrible.The current system is terrible.

•• The project: The project: –– ““Calvert County Development Permit ProjectCalvert County Development Permit Project””

•• The sponsor: The sponsor: –– The IT group (not much experience with projects)The IT group (not much experience with projects)



•• Why look at this project?Why look at this project?–– ItIt’’s not too complex for a short presentations not too complex for a short presentation–– A lot of A lot of ““typicaltypical”” things emergedthings emerged–– It touches most of the modelsIt touches most of the models–– It is not confidential informationIt is not confidential information

•• Limitations:Limitations:–– Like most projects Like most projects –– there wasnthere wasn’’t time & resources to do t time & resources to do

everything perfect and completeeverything perfect and complete–– Some of the models have been simplified for this Some of the models have been simplified for this

presentation presentation -- to make them easier to understand quicklyto make them easier to understand quickly



•• In initial conversations, these things emerged:In initial conversations, these things emerged:–– A long, Byzantine review pipeline existsA long, Byzantine review pipeline exists–– The current computer system does little other than log in The current computer system does little other than log in

applications at the beginning and print a permit at the end. applications at the beginning and print a permit at the end. Everything is paper documents passed along in a paper file Everything is paper documents passed along in a paper file folderfolder

–– It is almost impossible to find out the status of a pending It is almost impossible to find out the status of a pending application (where in the pipeline?)application (where in the pipeline?)

–– Applicants are told Applicants are told ““Bring your checkbook and a comfortable Bring your checkbook and a comfortable pair of walking shoespair of walking shoes””

–– Regular customers (developers) have learned how to work Regular customers (developers) have learned how to work the system. They do all sorts of things to speed up the the system. They do all sorts of things to speed up the process (serve as courier between reviewers, know the process (serve as courier between reviewers, know the reviewers, call every day, etc.)reviewers, call every day, etc.)

–– Occasional customers donOccasional customers don’’t have a clue what to do except t have a clue what to do except wait wait –– for a completely unpredictable time periodfor a completely unpredictable time period


Project DefinitionProject Definition(See the appendix for a more complete definition)(See the appendix for a more complete definition)

•• Project IntentionsProject Intentions::–– Have the process go fasterHave the process go faster–– Improve customer service (reduce frustration, etc.)Improve customer service (reduce frustration, etc.)–– Improve predictability/rationality of the processImprove predictability/rationality of the process–– Reduce mistakesReduce mistakes

•• Project Values:Project Values:–– Lasting product Lasting product –– dondon’’t want to see an interim productt want to see an interim product

•• Project Scope:Project Scope:Development application/permit managementDevelopment application/permit management–– From: From: First applicant activity First applicant activity –– To: To: Permit issued or deniedPermit issued or denied

•• Project ContextProject Context::–– Direction:Direction: Will purchase a COTS system with integrated data Will purchase a COTS system with integrated data

across departmentsacross departments–– Constraint:Constraint: CanCan’’t create any new job positionst create any new job positions–– Freedom:Freedom: We can suggest different ways of doing businessWe can suggest different ways of doing business

Business Object (Data) Model Business Object (Data) Model (partial)(partial)

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•• Problem: Historical confusion over types of Problem: Historical confusion over types of land locationsland locations–– Blocks, sections, parcels, subdivisions, lots, etc.Blocks, sections, parcels, subdivisions, lots, etc.

•• Solution:Solution:–– Terms were definedTerms were defined–– The ERD helped show the similarities and The ERD helped show the similarities and

differencesdifferences

Business Process Model Business Process Model (current)(current)

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Business Process ModelBusiness Process Model

•• Problem: It was a long serial processProblem: It was a long serial process–– Years ago there were only a couple of reviewsYears ago there were only a couple of reviews–– Additional reviews were added one at a time. Additional reviews were added one at a time.

Made sense to pass along the folder.Made sense to pass along the folder.–– Eventually a reasonable process became insaneEventually a reasonable process became insane

•• Solution:Solution:–– BPM showed only one real dependencyBPM showed only one real dependency–– Restructured to have a concurrent review processRestructured to have a concurrent review process



•• Problem: Applicant had to make several Problem: Applicant had to make several applications and fee payments at the applications and fee payments at the beginning of the processbeginning of the process–– Different agencies were mandated to collect feesDifferent agencies were mandated to collect fees–– The process evolved to serve the agencies, not The process evolved to serve the agencies, not

the customerthe customer

•• Solution:Solution:–– Restructured the process to begin with a single Restructured the process to begin with a single

application and fee payment, which will get spread application and fee payment, which will get spread to the various agenciesto the various agencies



•• Problem: Even small applications were taking foreverProblem: Even small applications were taking forever–– Why? FIFO was the policyWhy? FIFO was the policy–– Fact: Not all applications require the same level of reviewFact: Not all applications require the same level of review–– So, a deck permit might wait 2 months until a subdivision So, a deck permit might wait 2 months until a subdivision

permit was processedpermit was processed

•• SolutionSolution–– Set up categories of review needed and established an initial Set up categories of review needed and established an initial

triage processtriage process•• Simple applications Simple applications –– evaluated immediatelyevaluated immediately•• Routine applications Routine applications –– eligible for eligible for ““scheduled timescheduled time”” process process

(where, once a week, reviewers are all in the same place at the (where, once a week, reviewers are all in the same place at the same time)same time)

•• Complex applications Complex applications –– must follow standard process, where must follow standard process, where reviewers each work at their own pacereviewers each work at their own pace



•• Problem: Many people applied for permits Problem: Many people applied for permits that were never usedthat were never used–– Why? Why? ““Just in caseJust in case””–– Also Also –– to to ““get a jumpget a jump”” on the long permitting on the long permitting

processprocess

•• SolutionSolution–– Set up an initial Set up an initial ““permit application feepermit application fee”” so so

applicant would only submit if seriousapplicant would only submit if serious–– Previously, there were other small applications Previously, there were other small applications

fees up front (EH, W&S) but not a permit fees up front (EH, W&S) but not a permit application fee.application fee.

Business Process Model Business Process Model (proposed)(proposed)

Business Event ModelBusiness Event Model,@,9,'22H

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•• Problem: It was almost impossible to tell an Problem: It was almost impossible to tell an applicant the status of their pending applicant the status of their pending application. All I&P knew was which application. All I&P knew was which ““black black boxbox”” it was in.it was in.

•• SolutionSolution–– A decision was made to automatically track each A decision was made to automatically track each

review that was completed.review that was completed.–– Then, by making the reviews parallel rather than Then, by making the reviews parallel rather than

sequential, the time in the sequential, the time in the ““under reviewunder review”” status status was reduced substantiallywas reduced substantially



•• Problem: It was almost impossible to tell an Problem: It was almost impossible to tell an applicant the status of their pending applicant the status of their pending application. All I&P knew was which application. All I&P knew was which ““black black boxbox”” it was in.it was in.

•• SolutionSolution–– A decision was made to identify and explicitly A decision was made to identify and explicitly

track each relevant status track each relevant status –– at a finer degree of at a finer degree of granularity.granularity.



•• Problem: Some of the activities that were Problem: Some of the activities that were needed didnneeded didn’’t get triggered until a long time t get triggered until a long time after the initial activities.after the initial activities.

•• SolutionSolution–– By making the reviews parallel rather than By making the reviews parallel rather than

sequential, many activities could be triggered sequential, many activities could be triggered earlier in the process (see earlier in the process (see ““under reviewunder review””))

–– The time of the overall process was reduced The time of the overall process was reduced substantially.substantially.


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Business SocioBusiness Socio--Political ModelPolitical Model

•• Problem:Problem:–– There was a huge number of parties involvedThere was a huge number of parties involved–– The affiliations between county (and state) The affiliations between county (and state)

organizations was fuzzy to many peopleorganizations was fuzzy to many people

•• Solution:Solution:–– Not much could be done about thisNot much could be done about this–– The model diagram served as a quick overview of The model diagram served as a quick overview of

who was involved and how they were affiliated. who was involved and how they were affiliated. This was useful to the staff and in bringing This was useful to the staff and in bringing potential solution vendors up to speed.potential solution vendors up to speed.


Business SocioBusiness Socio--Political ModelPolitical Model

•• Problem:Problem:–– The poor applicant had to deal with up to 17 The poor applicant had to deal with up to 17

different providersdifferent providers

•• Solution:Solution:–– The role of The role of ““Permit CoordinatorPermit Coordinator”” was createdwas created–– The applicant only deals with the coordinator (at The applicant only deals with the coordinator (at

least for government contacts)least for government contacts)–– The coordinator deals with the other government The coordinator deals with the other government

providersproviders–– Note: there was a constraint in the project definition that no Note: there was a constraint in the project definition that no

new job positions could be created. The models made it new job positions could be created. The models made it clear that this was the best option and not just more excess.clear that this was the best option and not just more excess.

Business SocioBusiness Socio--Political Model Political Model (proposed)(proposed)

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mediummediumlowTBDSalary Grade

M-F, 8:30 - 5:00M-F, 8:30 - 5:00M-F, 8:30 - 5:00TBDWork Period

5 years, on average25 years10 + years, on averageBrand newTenure in Role

EnglishEnglishEnglishEnglishLanguage(s) Assumed

Have deep appreciation for their area, but not much appreciation for other factors.

Current supervisor is not keen on using technology. Prefers old paper-based system. Will be retiring within 2 years.

Not averse to change, but need clear guidelines on procedures to follow.

Cultural Considerations

MediumLowLowMediumLiteracy - Technical

HighMediumLowMedium-highLiteracy - Subject Area

10151Size

Population

Educational credentials in field of review.(none)(none)

Ideally an experienced P&Z Reviewer or Engineering Reviewer. Must have excellent people skills.

Credentials

(none)Reporting to various agencies.

Look up all historical permit information. Record and preserve all new permit information.

Single point of contact for Applicants.Other Responsibilities

Can deny a permit due to problems within their area of review.

Can overrule anyone in the process.(none)

Able to classify applications and make quick approval decisions on simple permits.

Explicit Authorities

Technically skilled in areas of review, including environmental impact and zoning regulations.

Responsible for the entire permitting process.

Clerical staff who administer the permitting records

Well-versed on all of the aspects of the building permit process.

General Description

Role Description

ReviewerPermit SupervisorPermit AdministratorPermit Coordinator

Role Profile MatrixRole Profile Matrix (page 1/2)(page 1/2)

In-field support(none)Ease of doing repetitive tasks.

Need fast performance if applicant is there waiting for information.

Any SystemPerformance Requirements?

Must go thru learning curve

Control of some functionsFlexibilityMust go thru learning curveExpertiseMachine making decisions they distrust

Control of some functionsFlexibilityMust go thru learning curveExpertiseJobMachine making decisions they distrust

Must go thru learning curveStand to Lose

Better access to informationBetter toolsStandardized informationIncreased efficiency

Better access to informationTighter monetary controlStandardized informationAudit trails

Automation of tedious functionsBetter access to informationBetter toolsStandardized informationIncreased efficiencyAudit trails

Automation of tedious functionsBetter access to informationBetter toolsStandardized informationIncreased efficiencyJob security

Stand to Gain

DailyDailyDailyConstantlyFrequency of Use

NavigationInquiry (checking, verifying)Data entryUpdatesApprovalsReportsReports (ad-hoc)

NavigationInquiry (checking, verifying)ApprovalsReportsReports (ad-hoc)

NavigationInquiry (checking, verifying)Data entryReports

NavigationInquiry (checking, verifying)Data entryUpdatesApprovalsReportsReports (ad-hoc)

Type of Use

System Usage

NoNoNoNoDexterity impairment

NoNoNoNoMobility impairment

NoNoNoNoSpeech Impairment

NoNoNoNoHearing impairment

NoNoNoNoVision impairment

NoNoNoNoVision - color blindness

Special Accommodation Needs

ReviewerPermit SupervisorPermit AdministratorPermit Coordinator

Role Profile MatrixRole Profile Matrix (page 1/2)(page 1/2)

Business Location ModelBusiness Location Model (current)(current)

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•• Problem: Applicant had to go to many locationsProblem: Applicant had to go to many locations–– To fill out applications & pay feesTo fill out applications & pay fees–– Sometimes, as own courierSometimes, as own courier–– Over time, government got larger and spread to different Over time, government got larger and spread to different

locationslocations

•• Solution:Solution:–– Added a new location Added a new location ““Building Permit OfficeBuilding Permit Office””. All basic . All basic

customer contact activities (including applications and customer contact activities (including applications and payments) were consolidated in the Permit Coordinator role payments) were consolidated in the Permit Coordinator role and placed in a single location. and placed in a single location.

–– By improving the process, the applicants wonBy improving the process, the applicants won’’t have to t have to transport their application foldertransport their application folder


Business Location ModelBusiness Location Model

•• Problem: Application folder has to go to many Problem: Application folder has to go to many locationslocations–– Forces serial processForces serial process–– Often a time lag in transitOften a time lag in transit–– Makes prior work vulnerable (loss, etc.)Makes prior work vulnerable (loss, etc.)

•• Solution:Solution:–– The channel was changed from material to data The channel was changed from material to data

(information still went to all locations, but not (information still went to all locations, but not material)material)

Business Location ModelBusiness Location Model (proposed)(proposed)

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Some ThemesSome Themes

•• Not all things can be easily seen on a single model.Not all things can be easily seen on a single model.•• Each kind of model illustrates certain problemsEach kind of model illustrates certain problems

–– By allowing discovery (by SMEs By allowing discovery (by SMEs –– even they were surprised)even they were surprised)–– By allowing communication (to each other & to By allowing communication (to each other & to

commissioners)commissioners)•• Each kind of model illustrates certain solutionsEach kind of model illustrates certain solutions

–– By allowing assessmentBy allowing assessment•• Where the problems existWhere the problems exist•• The nature of the problemsThe nature of the problems•• What solutions are feasibleWhat solutions are feasible

–– By allowing specificationBy allowing specification–– By allowing communicationBy allowing communication

•• To commissioners (management) To commissioners (management) –– for approvalfor approval•• To vendors To vendors –– in RFPin RFP

•• Models allow you to do this Models allow you to do this fastfast


Some ThemesSome Themes

•• Each business need is like a puzzleEach business need is like a puzzle–– Puzzles have keysPuzzles have keys–– Some puzzles have more than one key. But most often one is the Some puzzles have more than one key. But most often one is the

most elegant.most elegant.–– Each type of model may be the key to the puzzleEach type of model may be the key to the puzzle–– Sometimes you have an idea going in about which one is the key. Sometimes you have an idea going in about which one is the key.

However you may be wrong!However you may be wrong!–– If you do each kind, at least to some degree, you have a better If you do each kind, at least to some degree, you have a better chance chance

of uncovering the real keyof uncovering the real key

•• We would like the most elegant solutionWe would like the most elegant solution–– Solves the real problemSolves the real problem–– Makes it crystal clearMakes it crystal clear–– Has a common sense appealHas a common sense appeal–– Hard to argue withHard to argue with–– EconomicalEconomical–– Solves incidental problems as wellSolves incidental problems as well


Assessments/Checklists/WalkthroughsAssessments/Checklists/Walkthroughs

We will discuss:We will discuss:–– Requirements Checklists Requirements Checklists –– Why they havenWhy they haven’’t worked t worked

for mefor me–– Assessments Assessments

•• Where to spend limited resourcesWhere to spend limited resources•• How do I know when the requirements are doneHow do I know when the requirements are done

–– Walkthroughs and why you hold themWalkthroughs and why you hold them


ChecklistsChecklists

A quick scan of the environment (my library, the A quick scan of the environment (my library, the web, other consultants in the industry, etc) for web, other consultants in the industry, etc) for Requirements Checklist showed:Requirements Checklist showed:

•• They were conceptually all about the sameThey were conceptually all about the same•• They varied greatly in amount of detail (6 They varied greatly in amount of detail (6 --

131 items in the checklist)131 items in the checklist)•• Many were about Many were about ““signsign--offoff”” and checking the and checking the

box that a checklist had been used to check box that a checklist had been used to check on quality and checkedon quality and checked--off by the appropriate off by the appropriate checker (Project Manager driven rather than checker (Project Manager driven rather than Business Analyst Driven)Business Analyst Driven)


ChecklistsChecklistsLimitationsLimitations

The checklists in the survey seemed to be The checklists in the survey seemed to be about 3 things:about 3 things:

•• Did I get it done (analysis and requirements) Did I get it done (analysis and requirements) •• Did I get right? Does each and every Did I get right? Does each and every

requirement meet the Gold Standard?requirement meet the Gold Standard?•• And can I prove it objectively?And can I prove it objectively?

Note: See NASANote: See NASA’’s checklists available on the web s checklists available on the web for extreme examplesfor extreme examples


Problems with the Checklists Problems with the Checklists Conflicting Project ValuesConflicting Project Values

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Problems with the ChecklistsProblems with the ChecklistsWhen is Analysis (and therefore Requirements) complete?When is Analysis (and therefore Requirements) complete?

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The BIG Question: How much Right and The BIG Question: How much Right and Done can we afford for any given Cell?Done can we afford for any given Cell?

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��Requirements will continually expand until the project’s economic limits have been reached.

- Watts Humphrey


Building Assessment into the Building Assessment into the ProcessProcess

•• If we only have enough time for:If we only have enough time for:–– Just enough qualityJust enough quality–– Just enough detailJust enough detail

•• How can we justify spending a lot of time on a How can we justify spending a lot of time on a checklist?checklist?

•• Build Assessment into the Process!!Build Assessment into the Process!!


Assessment Assessment –– Need for Need for RequirementsRequirements

•• Not all requirements are created equalNot all requirements are created equal•• They vary in importance from project to They vary in importance from project to

projectproject•• Data/Object Requirements are the most Data/Object Requirements are the most

important on a project to create a new important on a project to create a new database database –– Not so forNot so for an organizational an organizational redesign projectredesign project


Triage the Analysis CellTriage the Analysis Cell

•• For each Cell in the Framework ask:For each Cell in the Framework ask:–– What problems are we trying to solve? (project goals)What problems are we trying to solve? (project goals)–– What problems and symptoms to I see? (symptoms of trouble)What problems and symptoms to I see? (symptoms of trouble)–– How important is it to get it right for this cell?How important is it to get it right for this cell?–– Allocate a percentage of your budgetAllocate a percentage of your budget

•• Validate across cells that you have reasonable Validate across cells that you have reasonable allocations.allocations.

Note: The trick here is to allocate the precious and rare Note: The trick here is to allocate the precious and rare resources you have to the most critical parts of the resources you have to the most critical parts of the projectproject


Business Object (Data) ModelBusiness Object (Data) ModelLikely Project GoalsLikely Project Goals

•• Better customer serviceBetter customer service–– Better information leads to better serviceBetter information leads to better service

•• Easier on staffEasier on staff–– Improved business communicationImproved business communication–– Better informationBetter information

•• More accurateMore accurate•• Easier to accessEasier to access•• Able to support unanticipated information needsAble to support unanticipated information needs•• Etc.Etc.

•• Less expensiveLess expensive–– Lower data maintenance costsLower data maintenance costs

•• Maintain/improve competitivenessMaintain/improve competitiveness–– Perception as the best source for informationPerception as the best source for information–– Data structured to allow quick adjustment as neededData structured to allow quick adjustment as needed


Business Object (Data) ModelBusiness Object (Data) ModelSymptoms of TroubleSymptoms of Trouble

•• Confusion over terminologyConfusion over terminology•• Unable to get needed informationUnable to get needed information•• Unable to get accurate informationUnable to get accurate information•• DonDon’’t know if information is current/trustworthyt know if information is current/trustworthy•• Staff is working to hard to get simple informationStaff is working to hard to get simple information•• Same data is available from several places (and Same data is available from several places (and

may or may not be exactly the same)may or may not be exactly the same)


Business Object (Data) ModelBusiness Object (Data) ModelWays to ImproveWays to Improve

•• Eliminate multiple meanings for a single termEliminate multiple meanings for a single term•• Eliminate multiple terms for a single meaning Eliminate multiple terms for a single meaning

(unless managed carefully)(unless managed carefully)•• Clarify typing structures (eliminate apples & Clarify typing structures (eliminate apples &

oranges)oranges)•• Identify redundant data Identify redundant data ––for reduction and /or for reduction and /or

better managementbetter management


Business Process ModelBusiness Process ModelLikely Project GoalsLikely Project Goals

•• Better customer serviceBetter customer service–– Work designed to serve customersWork designed to serve customers–– Fewer errorsFewer errors–– Faster resolution of issuesFaster resolution of issues–– Faster, beginning to endFaster, beginning to end

•• Better for staffBetter for staff–– Fewer redundant activitiesFewer redundant activities–– Fewer lowFewer low--value administrative activitiesvalue administrative activities–– Less management oversight (reliability build in the processes noLess management oversight (reliability build in the processes not requiring t requiring

checks)checks)•• Less expensiveLess expensive

–– Less reLess re--workwork–– Fewer hours per activityFewer hours per activity–– Fewer redundant activitiesFewer redundant activities–– Less wait time between processes (better management of the whiteLess wait time between processes (better management of the white space in an space in an

organization)organization)•• Maintain/improve competitivenessMaintain/improve competitiveness

–– Better able to develop JIT delivery of productBetter able to develop JIT delivery of product–– Product pricing reflect cost savingsProduct pricing reflect cost savings–– Processes structured to allow quick adjustment as neededProcesses structured to allow quick adjustment as needed


Business Process ModelBusiness Process ModelSymptoms of TroubleSymptoms of Trouble

•• Customer complaintsCustomer complaints•• Not sure who the customer isNot sure who the customer is•• Work seems to take longer than it shouldWork seems to take longer than it should•• Work seems harder than it shouldWork seems harder than it should•• Poor results Poor results -- lots of errorslots of errors•• Doing redundant workDoing redundant work•• Often forget to do thingsOften forget to do things•• Not clear who should do some thingsNot clear who should do some things•• Need too much approval for minor thingsNeed too much approval for minor things•• Too much (or not enough) inventory onToo much (or not enough) inventory on--handhand•• Processes designed around technology (often on outdated Processes designed around technology (often on outdated

technology)technology)•• The time it takes varies on the location or staff performing theThe time it takes varies on the location or staff performing the

processprocess


Business Process ModelBusiness Process ModelWays to ImproveWays to Improve

•• Eliminate activities that donEliminate activities that don’’t add value (especially t add value (especially bureaucracy: reviews, approvals, etc.)bureaucracy: reviews, approvals, etc.)

•• Convert serial activities to parallel activities (if no real Convert serial activities to parallel activities (if no real dependencies)dependencies)

•• Reduce number off participants (especially number of Reduce number off participants (especially number of handoffs)handoffs)

•• Reduce time between activitiesReduce time between activities•• Capture data more effectively (all at the beginning of the Capture data more effectively (all at the beginning of the

process vs. as needed during the process)process vs. as needed during the process)•• Design processes around business activities and then Design processes around business activities and then

find the appropriate technology to enable processfind the appropriate technology to enable process•• Consolidate similar processesConsolidate similar processes•• Sometimes Sometimes –– just training is neededjust training is needed


Business Event ModelBusiness Event ModelLikely Project GoalsLikely Project Goals

•• Better customer serviceBetter customer service–– Better response to customer initiated eventsBetter response to customer initiated events–– Better able to track relevant statuses and manage appropriatelyBetter able to track relevant statuses and manage appropriately

•• Better for staffBetter for staff–– When something happens, clear on whatWhen something happens, clear on what--toto--dodo

•• Less expensiveLess expensive–– Fewer redundant responses to the same thingFewer redundant responses to the same thing–– Fewer missed responsesFewer missed responses–– Increased efficiencyIncreased efficiency

•• Maintain/improve competitivenessMaintain/improve competitiveness–– Better prioritization of event responses, immediately and in theBetter prioritization of event responses, immediately and in the

future as neededfuture as needed


Business Event ModelBusiness Event ModelSymptoms of TroubleSymptoms of Trouble

•• When something significant happens:When something significant happens:–– We donWe don’’t know how to respondt know how to respond–– We respond inconsistentlyWe respond inconsistently–– We respond ineffectivelyWe respond ineffectively–– We fail to respondWe fail to respond–– We donWe don’’t even know it happenedt even know it happened

•• We are confused about the status of thingsWe are confused about the status of things–– For some items, we often arenFor some items, we often aren’’t sure what their status ist sure what their status is–– We arenWe aren’’t clear on why something would be of one status or t clear on why something would be of one status or

another (i.e. fuzzy rules)another (i.e. fuzzy rules)


Business Event ModelBusiness Event ModelWays to ImproveWays to Improve

•• Understand how each event is initiated and detectedUnderstand how each event is initiated and detected•• Make sure there is a clear response strategy for each key Make sure there is a clear response strategy for each key

business eventbusiness event•• Identify each Identify each ““creatingcreating”” event and each event and each ““terminatingterminating””

event for each key business objectevent for each key business object•• Make sure a single Make sure a single ““statusstatus”” is not really a combination of is not really a combination of

several thingsseveral things•• Add states if existing status is not descriptive enoughAdd states if existing status is not descriptive enough•• Remove states if existing status is too cumbersomeRemove states if existing status is too cumbersome


Business Location ModelBusiness Location ModelLikely Project GoalsLikely Project Goals

•• Better customer serviceBetter customer service–– Easier for customer to interactEasier for customer to interact–– Better resolution of issuesBetter resolution of issues

•• Better for staffBetter for staff–– Efficient internal interfacesEfficient internal interfaces–– Less travelLess travel

•• Less expensiveLess expensive–– Lower facility costsLower facility costs–– Lower transportation costsLower transportation costs–– Lower labor costsLower labor costs

•• Maintain/improve competitivenessMaintain/improve competitiveness–– Facilities structured to allow quick adjustment as neededFacilities structured to allow quick adjustment as needed


Business Location ModelBusiness Location ModelSymptoms of TroubleSymptoms of Trouble

•• Customers donCustomers don’’t know where to got know where to go•• Specific sites are doing too much or not enoughSpecific sites are doing too much or not enough•• We are making too many trips (We are making too many trips (““I spend most of my time I spend most of my time

going somewheregoing somewhere””))•• Whenever we need someone or something, itWhenever we need someone or something, it’’s s

somewhere elsesomewhere else•• Things take too long to get hereThings take too long to get here•• We feel like we are We feel like we are ““out of touchout of touch”” with themwith them--overover--therethere•• We are We are ““too far awaytoo far away”” from: our customers, our from: our customers, our

workforce, our vendors, our partners, etc.workforce, our vendors, our partners, etc.•• Communication of information relies on physical Communication of information relies on physical

movement on media (e.g. paper, forms, recorded media, movement on media (e.g. paper, forms, recorded media, etc.)etc.)


Business Location ModelBusiness Location ModelWays to ImproveWays to Improve

•• Reduce number of locations if redundancy existsReduce number of locations if redundancy exists•• Increase number of locations or change locations to be closer toIncrease number of locations or change locations to be closer to

customers, vendors, and/or staff poolcustomers, vendors, and/or staff pool•• Shift things from one location to another: event detection, actiShift things from one location to another: event detection, activities, vities,

roles, and/or materialsroles, and/or materials•• Improve facilitiesImprove facilities

–– Expand/reduce facility sizeExpand/reduce facility size–– Modernize facilities: rebuild, move, remodel, reModernize facilities: rebuild, move, remodel, re--equip, reequip, re--configure, etc.configure, etc.

•• Improve channelsImprove channels–– Replace participant channels with data channels (or vice versa)Replace participant channels with data channels (or vice versa)–– Upgrade channel technology and/or vendorsUpgrade channel technology and/or vendors–– Promote telecommuting and collaboration technologies where Promote telecommuting and collaboration technologies where

appropriateappropriate•• Tune processes to locations considering channels and location Tune processes to locations considering channels and location

based time delaysbased time delays


Business SocioBusiness Socio--Political ModelPolitical ModelLikely Project GoalsLikely Project Goals

•• Better customer serviceBetter customer service–– Organized for maximum effectivenessOrganized for maximum effectiveness–– Enhance customerEnhance customer--centric culturecentric culture

•• Better for staffBetter for staff–– Resilient organization, able to weather change Resilient organization, able to weather change –– Less organizational bureaucracyLess organizational bureaucracy–– Staff feel listened toStaff feel listened to–– High morale among staffHigh morale among staff–– Staff feel aligned with organizational mission Staff feel aligned with organizational mission –– Staff have career mobility, professional developmentStaff have career mobility, professional development

•• Less expensiveLess expensive–– Fewer unplanned redundanciesFewer unplanned redundancies–– Increased efficiencyIncreased efficiency

•• Maintain/improve competitivenessMaintain/improve competitiveness–– Organization structured and culture established to allow quick Organization structured and culture established to allow quick

adjustment as neededadjustment as needed–– More effective recruitment/ retentionMore effective recruitment/ retention–– Improved partnershipsImproved partnerships


Business SocioBusiness Socio--Political ModelPolitical ModelSymptoms of TroubleSymptoms of Trouble

•• Low moraleLow morale•• Pervasive conflict, Pervasive conflict, ““usus--themthem”” mentalitymentality•• Employees donEmployees don’’t understand how their work supports the mission of the t understand how their work supports the mission of the

organizationorganization•• Employees and managers see the mission statement as Employees and managers see the mission statement as ““just a piece of just a piece of

paperpaper””•• Constant miscommunicationConstant miscommunication•• Lack of communication (Lack of communication (““no one ever tells us anythingno one ever tells us anything””))•• Frequent changes in direction without apparent rationaleFrequent changes in direction without apparent rationale•• High turnover rateHigh turnover rate•• Nothing ever happensNothing ever happens•• Managers are overworkedManagers are overworked•• We manage by We manage by ““fad of the monthfad of the month””•• We acquire the latest technology whether it meets our needs or nWe acquire the latest technology whether it meets our needs or notot•• We always lag behind the latest technologyWe always lag behind the latest technology•• We bought new technology and the work is taking even longer thanWe bought new technology and the work is taking even longer than beforebefore•• We are going to install an ERP application (or some other big teWe are going to install an ERP application (or some other big technology chnology

change)change)


Business SocioBusiness Socio--Political ModelPolitical ModelWays to ImproveWays to Improve

•• Establish a clear mission, vision and organizational Establish a clear mission, vision and organizational strategy modelstrategy model

•• Align the organizational structure with the organizational Align the organizational structure with the organizational mission and valuesmission and values

•• Align incentive systems with the mission and valuesAlign incentive systems with the mission and values•• Reduce or expand managerial span of control to an Reduce or expand managerial span of control to an

optimal sizeoptimal size•• Share support across functional areasShare support across functional areas•• Rethink roles Rethink roles -- based on qualifications, process, based on qualifications, process,

relationships, and offeringsrelationships, and offerings•• Shift roles from one org unit to anotherShift roles from one org unit to another•• Clarify responsibilities in organizational relationshipsClarify responsibilities in organizational relationships


Assessing QualityAssessing Quality

•• Once you know how much effort (quantity) Once you know how much effort (quantity) you intend to put into each cell of the you intend to put into each cell of the framework, the next questions are about framework, the next questions are about QualityQuality


Assessing QualityAssessing QualityProject VisionProject Vision

The following assessments can now be made forThe following assessments can now be made foreach requirement against the intentions of the cells of each requirement against the intentions of the cells of the framework (and therefore against the Project the framework (and therefore against the Project Definition (Charter, Vision, whatever you call it)).Definition (Charter, Vision, whatever you call it)).

•• All items needed to specify the solution to the All items needed to specify the solution to the problem have been includedproblem have been included

•• Each item is pertinent to the problem and its solutionEach item is pertinent to the problem and its solution•• Each item can be traced to its origin in the problem Each item can be traced to its origin in the problem

environment.environment.•• The requirements specifications are a statement of The requirements specifications are a statement of

the requirements that must be satisfied by the the requirements that must be satisfied by the problem solution, and they are not obscured by problem solution, and they are not obscured by proposed solutions to the problemproposed solutions to the problemFrom: Daniel P Freedman and Gerald M. Weinberg, Handbook for WalFrom: Daniel P Freedman and Gerald M. Weinberg, Handbook for Walkthroughs, Inspections and Technical Reviews kthroughs, Inspections and Technical Reviews ©© 1982, 1982, 1979 Scott Foreman and Company1979 Scott Foreman and Company


Assessing QualityAssessing QualityModelsModels

The following assessments are then made by The following assessments are then made by reconciling the models against each other:reconciling the models against each other:

•• Each item is free from errorEach item is free from error•• Each item is exact, there is a single Each item is exact, there is a single

interpretation, the meaning of each item is interpretation, the meaning of each item is understood, and the specification is easy to understood, and the specification is easy to read.read.

•• No item conflicts with another item in the No item conflicts with another item in the specificationspecification

From: Daniel P Freedman and Gerald M. Weinberg, Handbook for WalFrom: Daniel P Freedman and Gerald M. Weinberg, Handbook for Walkthroughs, Inspections and Technical Reviews kthroughs, Inspections and Technical Reviews ©© 1982, 1982, 1979 Scott Foreman and Company1979 Scott Foreman and Company


Assessing QualityAssessing QualityFit with the ProjectFit with the Project

Finally, the following assessments should be made against Finally, the following assessments should be made against the Project Planthe Project Plan

•• During program development and acceptance testing, it During program development and acceptance testing, it will be possible to determine whether the item has been will be possible to determine whether the item has been satisfied.satisfied.

•• Each item can be implemented with the available Each item can be implemented with the available techniques, tools, resources, and personnel and within the techniques, tools, resources, and personnel and within the specified cost and schedule constraints. (This is checked specified cost and schedule constraints. (This is checked against the Conceptual Architecture)against the Conceptual Architecture)

•• The requirements specifications are expressed in such a The requirements specifications are expressed in such a way that each item can be changed without excessive way that each item can be changed without excessive impact on other itemsimpact on other items

•• Changes to the completed requirements specifications Changes to the completed requirements specifications can be controlled, each proposed change can be traced to can be controlled, each proposed change can be traced to an existing requirement, and the impact of the proposed an existing requirement, and the impact of the proposed change can be assessed.change can be assessed.

•• Daniel P Freedman and Gerald M. Weinberg, Handbook for WalkthrouDaniel P Freedman and Gerald M. Weinberg, Handbook for Walkthroughs, Inspections and Technical Reviews ghs, Inspections and Technical Reviews ©© 1982, 1979 Scott Foreman 1982, 1979 Scott Foreman and Companyand Company


How to use walkthroughsHow to use walkthroughs•• Walkthroughs are often used to check qualityWalkthroughs are often used to check quality•• Bad story about a telecom company I once Bad story about a telecom company I once

worked for:worked for:–– The analysts worked for 8 weeks (our budget) on The analysts worked for 8 weeks (our budget) on

the requirementsthe requirements–– Called the user in (the first time they had seen Called the user in (the first time they had seen

anything) for a requirements walkthroughanything) for a requirements walkthrough–– Asked for their inputAsked for their input–– They gave us tons (including that we needed to They gave us tons (including that we needed to

start over)start over)–– Since the analysis budget was spent we started Since the analysis budget was spent we started

design the next day trying to incorporate the user design the next day trying to incorporate the user feedback the best that we could.feedback the best that we could.


How to use walkthroughsHow to use walkthroughs

Lessons Learned:Lessons Learned:•• Get Users and other stakeholders involved in Get Users and other stakeholders involved in

creating the Requirementscreating the Requirements•• Ask the users questions about quality as you Ask the users questions about quality as you

go (they will know if the requirements will go (they will know if the requirements will meet the stated business needs).meet the stated business needs).

•• Walkthroughs are important for a project but Walkthroughs are important for a project but not to validate the requirements. not to validate the requirements.

•• Build quality in, donBuild quality in, don’’t check for it at the end.t check for it at the end.


WrapWrap

We will discuss:We will discuss:–– Review our goalReview our goal–– How to follow upHow to follow up



IntentionsIntentions–– Understand what business requirements are Understand what business requirements are –– Understand how a fullUnderstand how a full--spectrum of requirements spectrum of requirements

fit togetherfit together–– Pick up some tips that might be useful on your Pick up some tips that might be useful on your

projectsprojects•• Remembering: There are Remembering: There are LOTSLOTS of ways to approach of ways to approach

this work.this work.



Just one general suggestion about your Just one general suggestion about your approach:approach:

Know your Know your business requirement goalsbusiness requirement goals–– Communication among business peopleCommunication among business people–– Able to pass requirements into designAble to pass requirements into design–– Etc.Etc.

…… and remember them when you develop your and remember them when you develop your business requirements approachbusiness requirements approach


How to Follow UpHow to Follow Up

•• ImmediatelyImmediately–– Other Symposium presentationsOther Symposium presentations–– Advanced Strategies Symposium BoothAdvanced Strategies Symposium Booth

•• On your upcoming projectsOn your upcoming projects–– Put something new into your project planPut something new into your project plan–– Even if not part of your plan Even if not part of your plan –– sketch all model types, to sketch all model types, to

begin to develop skills and to test whether it is helpful or notbegin to develop skills and to test whether it is helpful or not•• Your individual studyYour individual study

–– Practice in your everyday lifePractice in your everyday life–– As you go about, observe your surroundings and think about As you go about, observe your surroundings and think about

what would go into various models. What are entities? what would go into various models. What are entities? processes? locations? events? parties, roles?, Etc.processes? locations? events? parties, roles?, Etc.

–– Occasionally Occasionally –– sketch diagrams of things that interest yousketch diagrams of things that interest you•• ReadingReading


Visio StencilsVisio Stencils

•• For a set of Visio stencils that support the For a set of Visio stencils that support the notation used in this presentation, text templates, notation used in this presentation, text templates, requirements template, and many more requirements template, and many more wonderful things, visit:wonderful things, visit:–– www.advancedstrategies.comwww.advancedstrategies.com

•• All of the above mentioned are free.All of the above mentioned are free.•• We do ask for you name, etc. to get an idea We do ask for you name, etc. to get an idea

about who is interested in this stuff. about who is interested in this stuff. We donWe don’’t t add you to a mailing listadd you to a mailing list..


Reference MaterialsReference Materials•• For good overview of analysis:For good overview of analysis:

–– Visit Visit www.yourdon.com/strucanalysis/index.htmlwww.yourdon.com/strucanalysis/index.html•• For object modeling perspective and to compare Business For object modeling perspective and to compare Business

Object Modeling, Process Modeling and Event Modeling:Object Modeling, Process Modeling and Event Modeling:–– RumbaughRumbaugh, James; , James; et.alet.al, Object, Object--Oriented Modeling and Design, Oriented Modeling and Design,

Prentice Hall, 1991.Prentice Hall, 1991.–– DeMarcoDeMarco, Tom, Structured Analysis and System Specification, , Tom, Structured Analysis and System Specification,

Yourdon Yourdon Press, 1979Press, 1979•• For a discussion on the study of realFor a discussion on the study of real--world objects:world objects:

–– SchlaerSchlaer, Sally & Mellor, Stephen J., Object, Sally & Mellor, Stephen J., Object--Oriented Systems Analysis, Oriented Systems Analysis, Modeling the World in Data, Yourdon Press, 1988.Modeling the World in Data, Yourdon Press, 1988.

•• For a discussion on common model patterns:For a discussion on common model patterns:–– Hay, David C., Data Model Patterns, Conventions of Thought, DorsHay, David C., Data Model Patterns, Conventions of Thought, Dorset et

House, 1995.House, 1995.•• For For moremore on checklists:on checklists:

–– Daniel P Freedman and Gerald M. Weinberg, Handbook for WalkthrouDaniel P Freedman and Gerald M. Weinberg, Handbook for Walkthroughs, ghs, Inspections and Technical Reviews Inspections and Technical Reviews ©© 1982, 1979 Scott Foreman and Company1982, 1979 Scott Foreman and Company


Good Luck!


AppendixAppendix

Includes additional material in the areas we Includes additional material in the areas we covered:covered:

•• Foundation ConceptsFoundation Concepts•• The Case StudyThe Case Study


Foundation ConceptsFoundation Concepts



•• LinksLinks–– The two main linking structures are:The two main linking structures are:

•• NetworkNetwork•• Hierarchy (which is a type of network)Hierarchy (which is a type of network)

–– Most views are one or the other, but they are often combined in Most views are one or the other, but they are often combined in the same diagramthe same diagram

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Business ModelsBusiness ModelsPurposePurpose

•• To understand & document To understand & document businessbusiness factsfacts–– Why? Business requirementsWhy? Business requirements–– Why? Business improvementWhy? Business improvement–– Why? Meet business strategic goalsWhy? Meet business strategic goals

•• To facilitate better To facilitate better businessbusiness communicationcommunication–– Audience? Business peopleAudience? Business people

•• Help them see & articulate what they are doingHelp them see & articulate what they are doing•• Help them determine opportunities to improve their businessHelp them determine opportunities to improve their business

–– Audience: Technical peopleAudience: Technical people•• Help them to clearly understand the business requirements that nHelp them to clearly understand the business requirements that need to eed to

be supported by technical systemsbe supported by technical systems•• To lead to a later actualization of a To lead to a later actualization of a businessbusiness solutionsolution

–– As a specification for an improved businessAs a specification for an improved business•• To transform business requirements into system designsTo transform business requirements into system designs

–– As a vehicle to test the business quality of what resulted. I.e.As a vehicle to test the business quality of what resulted. I.e. test test criteria for:criteria for:

•• The system designs (verification)The system designs (verification)•• Whatever is built/bought (validation)Whatever is built/bought (validation)


Business ModelsBusiness Models

Can show different kinds of business facts:Can show different kinds of business facts:•• EssentialEssential

–– The The ““corecore”” of the businessof the business–– If this changes, you are doing different businessIf this changes, you are doing different business

•• LogicalLogical–– The The ““policiespolicies”” of the businessof the business–– If this changes, you are doing the same business differentlyIf this changes, you are doing the same business differently

Technical models show:Technical models show:•• PhysicalPhysical

–– The mechanisms used to implement the businessThe mechanisms used to implement the business


Business Modeling Business Modeling –– Basic ApproachBasic Approach

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Case StudyCase Study


Project DefinitionProject Definition

•• You shouldnYou shouldn’’t start a project without some t start a project without some guidanceguidance

•• You canYou can’’t create models without some t create models without some guidanceguidance–– What part of the business are you studying?What part of the business are you studying?–– Whose perspectives do you care about?Whose perspectives do you care about?–– To what end are the models directed?To what end are the models directed?



•• Stakeholders Stakeholders (partial list):(partial list):

–– The PublicThe Public–– LandownersLandowners–– DevelopersDevelopers–– County officials State officials, Federal officials, County officials State officials, Federal officials,

MunicipalitiesMunicipalities–– Private Communities / Home Owners AssociationsPrivate Communities / Home Owners Associations–– UtilitiesUtilities



•• Project Intentions Project Intentions (partial list):(partial list):

–– Have the process go fasterHave the process go faster–– Improve customer service (reduce frustration, etc.)Improve customer service (reduce frustration, etc.)–– Improve predictability/rationality of the processImprove predictability/rationality of the process–– Increase the ability to track the status of the Increase the ability to track the status of the

current permits/applicationscurrent permits/applications–– Improve fee collection and tracking (there are Improve fee collection and tracking (there are

various fees)various fees)–– Make county staff more productive and efficientMake county staff more productive and efficient–– Reduce mistakesReduce mistakes–– Improve enforcement of regulationsImprove enforcement of regulations



•• Project ValuesProject Values (partial list):(partial list):

–– Courtesy in the applications/permitting process Courtesy in the applications/permitting process needs to be maintainedneeds to be maintained

–– Lasting product Lasting product –– the commissioners want to see the commissioners want to see a product that will be around for a while a product that will be around for a while –– money money well spent well spent –– dondon’’t want to see an interim productt want to see an interim product

–– Quality with no frillsQuality with no frills



•• Project Scope:Project Scope:Development application/permit managementDevelopment application/permit management–– From: From: First applicant activity (may be prior to the application First applicant activity (may be prior to the application

itself)itself)–– To: To: Forever Forever -- based upon regulations and policybased upon regulations and policy–– Including, but not limited to:Including, but not limited to:

•• Applying for a permitApplying for a permit•• Application reviews (many kinds)Application reviews (many kinds)•• Development permit issued or deniedDevelopment permit issued or denied•• Inspections (during development)Inspections (during development)•• Close out (after development is complete)Close out (after development is complete)•• Collection of feesCollection of fees•• AppealsAppeals



•• Project Context Project Context (partial list):(partial list):

–– Direction:Direction: Will purchase a COTS system with integrated Will purchase a COTS system with integrated data across departmentsdata across departments

–– Constraint:Constraint: Money Money –– not a bottomless money pitnot a bottomless money pit–– Constraint:Constraint: Must meet regulatory requirements / CanMust meet regulatory requirements / Can’’t t

scrap a particular inspection or review, must meet review scrap a particular inspection or review, must meet review deadlinesdeadlines

–– Constraint:Constraint: CanCan’’t create any new job positionst create any new job positions–– Freedom:Freedom: We can suggest different ways of doing businessWe can suggest different ways of doing business–– Risk:Risk: Support may not come from aboveSupport may not come from above–– Opportunity:Opportunity: Increased revenue Increased revenue -- No missed / overlooked No missed / overlooked

revenuerevenue

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