Digital and ICT strategic planning framework … · Web viewThe organisation should identify all...
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Queensland Government Enterprise Architecture Current state: Business services and processes Digital and ICT strategic planning framework Final October 2018 v1.0.0 OFFICIAL - Public
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Queensland Government Enterprise Architecture
Current state: Business services and processesDigital and ICT strategic planning framework
Final
October 2018
v1.0.0
OFFICIAL - Public
QGEA OFFICIAL - Public Current state: business services and processes
Document details
Security classification OFFICIAL - Public
Date of review of security classification
October 2018
Authority Queensland Government Chief Information Officer
Author Queensland Government Chief Information Office
Documentation status Working draft Consultation release Final version
Contact for enquiries and proposed changesAll enquiries regarding this document should be directed in the first instance to:
Queensland Government Chief Information [email protected]
AcknowledgementsThis version of the Digital and ICT strategic planning framework was developed and updated by Queensland Government Chief Information Office.
Feedback was also received from a number of agencies, which was greatly appreciated.
CopyrightDigital and ICT strategic planning framework
© The State of Queensland (Queensland Government Chief Information Office) 2018
Licence
This work is licensed under a Creative Commons Attribution 4.0 International licence. To view the terms of this licence, visit http://creativecommons.org/licenses/by/4.0/. For permissions beyond the scope of this licence, contact [email protected].
To attribute this material, cite the Queensland Government Chief Information Office.
The licence does not apply to any branding or images.
Information securityThis document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as OFFICAL - Public and will be managed according to the requirements of the QGISCF.
Final | v1.0.0 | October 2018 Page OFFICIAL - Public
QGEA OFFICIAL - Public Current state: business services and processes
PurposeThis document describes two specific techniques that can be used by organisations to identify their business processes.
Organisations provide value through the delivery of business services. These business services are ultimately implemented through processes. A business process encompasses tasks, participants and supporting systems that work together to produce a result that is of value to the organisation.
Technique Description
Value chain analysis Adapted from Porter’s Value Chain Analysis, which identifies business processes that encompass the entire lifecycle of a business service from conception (or planning) to retirement
Business process context analysis
A modified version of traditional context diagrams, which uses business stakeholders as the underlying construct for deriving a list of business processes that are triggered by stakeholders.
Table 1 - Business process identification techniques
Value chain analysisValue chain analysis is the recommended technique when the business drivers for the modelling and analysis activity can be fundamentally linked to a business service.
The underlying assumption is by identifying all segments of a business service lifecycle, the underlying processes for each life cycle segment can be derived. The figure below is an example of a value chain for a training service.
Figure 1 - Example value chain for a training service
Context diagram analysisBusiness process context analysis is the recommended technique when the business drivers for the modelling and analysis activity can be fundamentally linked to the stakeholders
Final | v1.0.0 | October 2018 Page OFFICIAL - Public
QGEA OFFICIAL - Public Current state: business services and processes
impacted by the business processes. These stakeholders can be either people or organisations (either physical or logical). Context analysis allows you to derive a list of business processes that are triggered by stakeholders for a particular area of interest.
The organisation should identify all internal and external stakeholders that consume services or receive deliverables for decision making. Use a context diagram to identify business processes that support service production and consumption, and/or information submission and provision. In the process context diagram below, continuous flow lines represent process names and dashed flow lines represent information flows.
Figure 2 - Example business process context diagram
Regardless of the technique used, there are a number of generic rules when naming business processes.
Apply a consistent naming convention starting with a verb followed by a business object noun e.g. register customer.
The name should reflect the objective and outcome of the process. Specify ‘what’ is being done and be precise and concise.
Avoid generic verbs such as manage, process, handle, maintain as they do not provide any indication of what the business process sets out to achieve e.g. does manage payment mean receiving payment or making payment.
Should not include the words to, and, for and from in the names, unless these words form part of the business object noun.
Final | v1.0.0 | October 2018 Page OFFICIAL - Public
