Day 2 UADE Lecture

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Business Requirements for Enterprise Systems. ISMT E-200. Dr. Zoya Kinstler © 2008 1

Dr.ZoyaKinstler

GraduatePrograminInforma8onSystemsManagement

HarvardUniversityExtensionSchool

All rights reserved. Dr. Zoya Kinstler. 2009 [email protected]

EnterpriseArchitecture

BusinessCaseforanITService

UnderstandingaBusinessProcess

BusinessRequirements

Outline




EnterpriseArchitectureDefini8ons–ITILv.3

DataArchitecture

Opera.onalModel:ProcessesandServices

HardwareandNetwork

Architecture

Applica.onArchitecture

Enterprise

Architecture

Architecture–“thefundamentalorganiza8onofa

system,embodiedinitscomponents,theirrela8onships

toeachotherandtotheenvironment,andtheprinciplesguidingitsdesignandevolu8on”

EnterpriseArchitecture– “theprocessoftransla8nga

businessvisionandstrategyintoeffec8veenterprise

change,bycrea8ng,communica8ngandimprovingkey

principlesandmodelsthatdescribetheenterprise’s

futurestatesandenableitsevolu8on”

Opera.onalModel –adescrip8onofbusinessfunc8ons

andenablingtechnologyservices,describedfroma

businesscustomer’spointofview.

Applica.onArchitecture– ablueprintfordevelopment

anddeploymentofapplica8ons.Mapsbusinessfunc8ons

toapplica8ons.Showsinterrela8onshipsbetween

applica8ons.

DataArchitecture –describesdataassetsoftheenterpriseanddatamanagementresources.Itmay

includecontentmanagementandcontentdeliverytools.

HardwareandNetworkArchitecture –describes

hardware,soWware,andcommunica8onscomponents

whichsupporttheoverallarchitecture.

Quoted from: ITIL v3, Service Design, pp. 35-37

SampleEnterpriseArchitectureDiagram

NetworkLayer

IT Hardware& Operations

Data

Repositories

Manufacturing& Other Core

Applications

Enterprise

Applications

Web Portals

Tools and services connecting Internal Applications

Customer Relationship

Management

EnterpriseResource

Planning

Customer Web Portal

Distributor PortalEmployee-facing

Service PortalSupplier Portal

SupplyChain

Management

Product

Management

Connecting Tools and Common Services for Portal Applications




WhatleadsacompanytobuildorbuyanEIS?

ENTERPRISEneedsafasterturnaroundincustomerservice

aBUSINESSPROCESSneedstobeautomated

aSOFTAREAPPLICATIONisrequiredtoautomatetheprocess…

FromaBusinessCasetoanEnterpriseSystem

BusinessCase BusinessRequirements

SystemSpecifica8ons ITProjects SoWware

Applica8ons

• ALARGEandCOMPLEXSOFTAREAPPLICATION

• IMPLEMENTSABUSINESSPROCESS

• INTEGRATESwithOTHERAPPLICATIONS

6

GlocoMedITCasePor^olioObjective Initiative Request for Proposal (RFP) VP Portfolio

Grow revenue

by 4%

Launch a smart medical

equipment model with a

communication capability

2. Develop a solution for remote real-time image

transmission from the equipment site to medical

providers

3. Implement automated communications with mobile

MRI centers

Application Delivery – Manufacturing

Application Delivery – Service Centers

Expand sales via the web

channel 4. Launch an online Product Configurator for ordering

medical equipment

Application Delivery – CRM

Improve marketing

campaigns with business

intelligence

5. Implement Master Data Management (MDM) ,

including a Business Intelligence tool for customer

data analysis

Application Delivery – CRM /

Marketing / Legal

Improve

customer

satisfaction

Improve customer

experience 7. Deploy web 2.0-based customer self-service and

collaboration functions Application Delivery - CRM

State-of-the-art service

desk 8. Implement an Incident Management application

9. Implement a Global Service Desk application Technology and Operations

Application Delivery – CRM

Reduce

company cost by

2.5%

Launch Delivery-on-

Demand

10. Launch web-based product and service catalog

11. Online tracking of medical equipment assembly &

shipment

12. B2B e-bonding with suppliers of medical equipment

parts

Application Delivery – Service Centers

Application Delivery – Manufacturing

Automate order-to-cash

processes. Reach 30%

flow-through ratio

13. Pilot a web-based CRM service for sales agents

14. Integrate GLOCO systems with distributor

applications

Application Delivery –CRM

Application Delivery – Procurement

Make ICT

efficient

Strengthen IT service

management using ITIL

15. Develop IT service management dashboard

16. Develop IT service catalog

17. Develop IT Configuration Management database

Technology and Operations




Projectsvs.Systems

TechnologyInfrastructureandOpera8ons

BusinessOrganiza8on

CIO

ITStrategyCEO

Business

Strategy

BusinessUnits

ITBudgetCFO

Financial

Management

Enterprise

Systems

ITOrganiza8on

InterfaceSpecifica8ons

BusinessCase

DataModelSpecs

SoWwareSpecifica8on

Requirements

Func8onalRequirements

SoWwarePackage

DeploymentPlan

ITProject

Opera8onsPlan

hatisaBusinessCase?

“Thebusinesscaseforaprojectshouldbe

dis8lledtoasinglesentence:

"ewillbedoing__A ____

tomake__B ____beer,

asmeasuredby___C ___,

whichisworth____D ___."

TheFounda8onofSoundTechnologyInvestment:TheTotal

EconomicImpact™Methodology.Forrester,ChipGliedman,2003.

Businesscasesec8ons:

A.ProposedSolu8on

BProblemStatement

CServiceLevelMetrics

DFinancialMetrics




Execu.veSummary BusinessIni8a8veDescrip8on:strategy,objec8ves,scope

StatementofPurpose‐businessgoalsandfunc8onsoftheini8a8ve.

BusinessObjec.ves,Assump.onsandConstraints Businessobjec8ves

Scope:geographicregions,businessunits,products,marketsegments,etc.

Assump8onsandConstraints

UnknownsandRisks

LegalCompliance:impacts,constraints,andrisks

Businessstakeholdersign‐off

Func.onalRequirements RequiredFunc8ons/Features:listdesiredresult,priority,requirementid

BusinessProcessFlowsforeachfunc8on,e.g.ordering,marke8ng,pricing,logis8cs,customercontact,etc.

ITScope:listimpactedsystemsandservices

Securityimpacts

Tes8ngConsidera8ons

Opera8onalConsidera8ons

Non‐func8onalrequirements

ITstakeholdersign‐off

ResultMeasurements

Financial:poten8alannualrevenue,expensereduc8on,projectedsavings Non‐financialbusinessperformancemetrics

Technicalcapabili8esandservicelevels

Objec8ve/MetricName/MetricValue/HowtoCollect/Frequency/Owner

LevelofEffort(LOE)es.mates Labor,hardware,andsoWwarecost

BusinessCaseTemplate.

ITBusinessCaseinInternalProjectCycle

9

8

6

7

Business Initiative

Business Case

Budgeting

Maintenance & Operations

Deployment

BusinessSponsor

In-house IT

1

4

3

2

Statement of Business

Requirements

IT Solution Development

Testing

5

Solution Design & Project Plan

Project Cycle for

Internal IT Service

Delivery




RequestForProposal(RFP)CycleforExternalITServices

Service Delivery:

• Transfer,

• Transition,• Transformation

13

12

9

11

Request for Information

(RFI) to suppliers

RFI Response from

Suppliers; Down-Select

Service OperationsCustomer

2

8

4

3

RFP Awards to selected IT suppliers

Supplier Training &

Positioning

Pilot Implementation

IT Supplier

5 Request for Proposal

(RFP) to suppliers

7 Due Diligence &

Supplier Down-Select

Business Initiative1

6 RFP Response10Service Design &

Program Planning

Project Cycle for

External Service

Supplier

Business Case

“Businessprocess”isagroupoflogicallyrelatedtasksthatuse

organiza8on’sresourcestoprovidedefinedresults


Account

MaintenanceAccount

MaintenanceTasks,

Data,

Rules

A business process Supported by IT Systems

Businessprocessesareever‐changinganddeveloping

Processesareinterrelatedandinterdependent Processesmustflowbetweenmul8pleorganiza8onsandinterestedpar8es

Processesinteractwithsystemsandpeople.Thosepeoplecanbeemployees,

partners,customers,orsuppliers.




Stand‐aloneBusinessProcesses

Provisioning

Identify Qualify Solution /

Proposal

Decision /

Negotiation Sale

Account

Maintenance

Billing &

CollectionsRepair

Opportunity Funnel Quote, RFP,

Proposal Order Request Contract

Marketing and Sales Processes

Service Delivery Processes

Customer

Care

Service Inventory Bill Service Order Trouble Ticket Account

CompositeBusinessProcesses

Integrated

applications

supporting

connected

business processes

Account

Maintenance

Identify Qualify Solution /

Proposal

Decision /

Negotiation Sale

Opportunity Funnel Quote, RFP,

Proposal Order Request Contract

Marketing and Sales Process

Provisioning

Service

Inventory

Billing &

CollectionsRepair

Bill Service Order Trouble Ticket

Service Delivery Process

Customer

Care

Account




MoreComplexity:anOrder‐to‐CashProcessforaTelecom

Provider

The Order Matters, IBM Business Consulting Services.

http://www-1.ibm.com/services/us/imc/pdf/ge510-6144-order-matters.pdf

Human-to-

system flow

System-to-

system flow

Human-to-

human flow

IsDynamicProcessAssemblyPossible?

Process 1

…

ProcessN

Process

12Process 1

…

ProcessN

Process2Process 2 …

ProcessNProcess

2Process 1 … Process

N

Process

5

Application 1 Application 3Application 2

Application

Layer

Service

Interface

Layer

Business

Process

Layer

Application

Logic

Business

Logic




BusinessRequirementDocument

– Requirementsarethestatementsofexpectedresults

– Businessrequirementsarethestar8ngpointofITprojects.

Suppor8ngAr8facts:

– Processflowdiagrams

– BusinessRules,i.e.:datavalida8onrules;if‐elselogic;userpersonaliza8onandprivileges

– TestScenariosandScripts

– UserStoriesandUseCases

– SystemArchitecturediagrams – orkmanuals,“MethodsandProcedures”

– ScreenandReportmockups

– Orderingforms,etc.

herearetheBusinessRequirementsRecorded?

• “…Businessanalyststranslatehigh‐levelbusinessrequirementsinto

func8onalspecifica8ons…

• Businessanalystshaveaclearunderstandingofbusinessneedsand

establishedbusinessprocesses...

• Businessanalystsaretheinterpretersofbusinessprocesses,workflows

andrequirements.

• Notably,businessanalystsneedakeengraspofbusinesslanguage,

objec8vesanddifferen8atedprocesses.

• Businessanalystsmustcommunicateorallyandinwri8ngwithclarity,

completenessandspecificity.”

“CapitalizeontheEvolvingandExpandingRoleoftheBusinessAnalyst”,Gartner,March2005.

ExpandingRoleofITBusinessAnalyst




BusinessandITorkingTogether


• HATmustbedeliveredtothe

business

• Startwithhigh‐levelbusiness“asis”

and“tobe”scenarios

• Definebusinessprocessflows!

• Defineuserrolesandfunc8ons

• orkoutlow‐levelbusinessdetails:

• Excep8onhandling

• Businessrules

• Manualtasks• Datainandout

• Changescenarios

SystemRequirements

• HOitneedstobedone

• Atahigh‐level,definesystemfunc8ons

• Definewhatexistsinsystemcapabili8es

todayandwhatneedstobebuilt

• Establishhigh‐levelapproachtoasystemsolu8on

• ConvertUSECASESintoTESTCASES!

Self‐serveSalesebsite:A“Requirementalk‐Through”

Howdoyousellthisproducttoday?Collectuserstories

hatistheprocessflow?–buildworkflowtemplates&rules

hoisauthorizedtodowhat?–useriden8tymanagement

hoispayingforwhat?–customeraccountmanagement

hatifauserdoesn’tknowwhattodo?–ContactUS/FAQ/Support

illsalesmanagersbecompensatedforonlineorders?–integratetoERP

Howtochargecustomer’screditcardonline?–integratewithabank

Howtocollectperformancemetrics?–ITneedsrepor8ngspecifica8ons

hatifaproducthaschanged?–rulesforversion/price/productchanges




HowtoManageBusinessRequirements

RequirementGatheringPrac8ces:

Userstories‐SCRUM

RequirementGatheringSessions

Businessprocessdirectobserva8ons Brainstormingsessions,roundtables,etc.

Focusgroups&usabilitystudies

Mock‐ups,prototypes,pilots

Industryresearchandvendorcasestudies Compe88veanalysisandbenchmarking

Tradi8onalApproachestoSoWwareCycle:

aterfall

Itera8ve

NewApproach–AgileDevelopment:

SCRUM

Model‐DrivenArchitecture(MDA)

EmbracingScopeCreep:ManagingOngoingChanges

Forrester Research. September 2006, Trends “The Root Of The Problem: Poor Requirements”




EnterpriseArchitecture

BusinessCaseforanITService



Outline

Documents

Day 2 UADE Lecture