Business Process Modeling The Key to Project Success

Introductions Chris Caietti – Chief Technology Officer, Board of Equalization (BOE) Debra Dixon – Chief, Information Technology Branch, California Department of Health Care Services (DHCS) Office of HIPAA Compliance John Gray – Chief Technology Officer, Infiniti Ken White – Senior Project Manager, Infiniti Gary Hamilton – Business Architect, Infiniti 2

Discussion Topics What is a Business Process Model? Why should you develop a Business Process Model? How do you start Business Process Modeling effort? How do you develop a Business Process Model? How do you manage a Business Process Modeling effort?

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What is a Business Process Model? A collection of diagrams that illustrate the business processes of an organization Shows the relationship between organization/work units and the individual business processes Easily referenced – a “picture” rather than “text” Serves as the foundation for change management activities

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Systems Development Life Cycle Stages

Planning

Analysis

Design

Construction

Implementation

Typical Delivery Project Plan / Charter

Project Schedule

Business Requirements

Designs Specifcations

Development and Testing

Detailed Requirements

Test Cases

Use Cases / User Stories

Organization Change Management Plan

Implementation Plan

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Systems Development Life Cycle Keys to Success Robust Delivery Project Plan / Charter

Project Schedule

Functional Hierarchy Diagram

Business Requirements

Designs Specifcations

Development and Testing

Detailed Requirements

Test Cases

Use Cases / User Stories

Organization Change Management Plan

Implementation Plan

Business Process Modelling As-Is and To-Be

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Systems Development Life Cycle Keys to Success Robust Delivery Advantages

Common understanding of the organization and project domain Intellectual foundation for requirements definition Visibility to realizing organization process improvements Foundation for organizational transition Alignment with SIMM19 project approval lifecycle 7

Roles Business Analysts – Facilitate working sessions and develop the FHD and workflows Subject Matter Experts – Define functions and workflows Executives – Affirm the FHD and workflows

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Functional Hierarchy Diagram A Function Hierarchy Diagram (FHD) enables you to model the organizational functions in your business in a hierarchical structure Consists of Functions, Sub-Functions and Business Processes Can quickly document the bulk of the organization Provides a good overview at high and medium level

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Functions and Sub-functions Gotham City Pension Services

1.0 Delivery

2.0 Customer Services

3.0 Delivery Support

4.0 Organization Services

1.1 Knowledge Management

2.1 Manage Customers and Employers

3.1 Legislative Support

4.1 Manage Financial Information

1.2 Manage Plan Investments

2.2 Manage Contributions

3.2 Public Affairs

4.2 Manage Supply Chain

2.3 Manage Accounts

3.3 Planning and Resource Allocation

4.3 Manage Human Resources

2.4 Manage Benefits

3.4 Manage Controls and Oversight

Scope In-Scope Needs Further Analysis Out-of-Scope

2.5 Provide Education

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Functions, Sub-functions and Business Processes 1.0 Delivery

Scope In-Scope

1.1 Knowledge Management

1.2 Manage Plan Investments

1.1.1 Manage Actuarial Services

1.2.1 Strategize Investmemts

1.1.2 Manage Data and Statistics

1.2.2 Manage Investments

1.1.3 Manage Knowledge

1.2.3 Manage Movement of Funds

1.1.4 Provide Counseling Services

1.2.4 Ensure Compliance

Needs Further Analysis Out-of-Scope

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Business Process Modeling Business Process Modeling (BPM) is the activity of representing processes of an enterprise, so that the current process may be analyzed or improved Performed by a team of business analysts and subject matter experts with specialized business knowledge

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BPMN – Business Process Model Notation A graphical representation for specifying business processes in a business process model An ISO notation understandable by all users Creates a standardized bridge between all process stakeholders

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Business Process Modeling Components Organizational Units (swim lane) – typically a department, team or role owning one or more tasks in the process Triggers and Exits – process starting and ending events Task – the action level step or group of steps Gateway – condition determining paths Data Store – a persistent data store used across multiple business processes Data Object – data required or produced from a task such as a form, report, invoice or extract used solely within the business process in which it is defined 14

Business Process Modeling

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Building a Schedule Level of Effort (Hours) Business Analyst SME(s)

Level of Effort Level of effort is based on the complexity of each model SME hours are for each SME

Model Complexity High Med Low 18 14 10 14 9 7

Scheduling Considerations Number of Business Analysts Parallel or sequential tracts Availability of SME’s Length of review periods 16

Summary Business Process Modeling: Context for the project team on the organization and project domain Intellectual foundation for requirements definition Visibility to realizing organization process improvements Foundation for organizational transition Greatly Improves your project realizing its goal !

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Summary and Outcomes

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Alignment with SIMM19 (Project Approval Lifecycle) Statewide Information Management Manual Better alignment of your organization to project goals Refine and clarify the budget and resources necessary to complete the project Align all levels of m in ways that are otherwise more difficult Ensure project submissions are in compliance with SIMM19 – especially for Stage 1 and Stage 2 Improve likelihood of achieving project outcomes for state projects while reducing risks

Stage 1 and Stage 2 – Creates a framework/template that greatly assists mapping requirements to the CDT approval process

Questions & Answers

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Contact Us John Gray – CTO – [email protected] Ken White – Sr. PM – [email protected] Gary Hamilton – Sr. PM – [email protected] Jeremy Dawson – Bus. Dev – [email protected]

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