Using Business Scenarios

Terence BlevinsVP and CIO

Mobile +1 650 888 6950GSM +44 771 501 1958

t.blevins@opengroup.org

44 Montgomery StreetSuite 960

San Francisco, CA94104 USA

Tel +1 415 374 8280 ext. 231Fax 413-683-4199

www.opengroup.org

28 July 2003 (C) The Open Group 20022

Overall Goals of Presentation

q Provide an overall idea of what business scenarios are and how they are developed

q So you can decide to proceed with their use within the Real-Time Embedded Systems Forum

28 July 2003 (C) The Open Group 20023

First

q Before I talk about Business Scenarios let me provide comments from a user of Business Scenarios

28 July 2003 (C) The Open Group 20024

DIF Business Scenarios

q Corporate PKI Directory (Shell)q White Pages (UK NHS)q Directory-Enabled Enterprise (Part I of our

White Paper – see http://www.opengroup.org/dif/branding/0006/wp04.pdf )

q Directory in the Key Management Infrastructure (see draft at http://www.opengroup.org/dif/security/0104/kmisc-02.pdf )

Comments from Chris Harding on Business Scenarios

Comments from Chris Harding on Business Scenarios

28 July 2003 (C) The Open Group 20025

Business Scenariosand the DIF

q The DIF is The Open Group forum for Directory

q We have developed several scenarios

q They help us understand our problem space

q They are efficient but human-friendly

Comments from Chris Harding on Business Scenarios

Comments from Chris Harding on Business Scenarios

28 July 2003 (C) The Open Group 20026

Why Would We Use Business Scenarios?

q In addition to§ understanding our problem space§ defining a data model§ identifying standard building blocks

q Business scenarios help§ develop the context for the architecture work§ develop the architecture vision

28 July 2003 (C) The Open Group 20027

Familiar dramatization…?

q You set out statements of your needs but you get back§ Those needs are not actionable, “can’t help you”

q You go back and work your needs further but§ They still get called fuzzy and incomplete, “still can’t help you”

q You work them again adding significant detail at significant costs and§ They end up not being linked, “no can do”

q You go back and add the linkage and more detail while times passing and§ End up with a “solution” flavor and IT gets miffed you’re telling them

what to do, and § Others in your company are talking to the same IT people saying

completely different things, and IT says§ Don’t tell us how to do technology, convey to us your actual need and

provide enough detail to connote actual value so we can justify!

q Time has passed and the environment has changed, so got to start all over

28 July 2003 (C) The Open Group 20028

VendorCustomer

So What’s the Problem?

q Poor understanding of business needs§ incomplete requirements do not add up to a whole problem

description and can misguide work§ value of the solution is unclear

q Relevance of open solutions unclear§ need to ensure that components add value to an open solution and

are marketableq Need a useful language to link customer problems, standards and

technical solutions§ as it makes obvious what is needed and why, and § gives vendors room to solve problems optimally using open

standards and leveraging each other's skills

28 July 2003 (C) The Open Group 20029

What is a Business Scenario?

q A Business Scenario describes:§ A business process, application or set of applications that can

be enabled by a solution;§ The business and technology environment;§ The people and computing components (the “actors”) who

execute it;§ The desired outcome of proper execution

q A good Business Scenario:§ Is representative of a significant market § Is SMART§ Enables the “supply side” to understand the value to the “buy

side” of a developed solution

28 July 2003 (C) The Open Group 200210

A SMART Business Scenario

q Specific § defines what needs to be done in the business

q Measurable § metrics for success

q Actionable§ segments the problem, and§ provides the basis for determining

§ elements and plans for the solution

q Realistic § solvable within the bounds of technology capability and cost

constraintsq Time-bound § a clear understanding of when the solution opportunity expires

28 July 2003 (C) The Open Group 200211

Building a Business Scenario Includes…

1 - problem

2 - environment

3 - objectives

4 - human actors

5 - computer actors

6 - roles & responsibilities

7 - refine

After completionthe scenario is basis and yardstickof work (e.g. certification),of customers’ planning/procurement, and of vendors’ implementation plans

28 July 2003 (C) The Open Group 200212

A Slight Diversion on Actors

q Actors represent anything that interacts with or within the system§ can be human or machine or computer program

q An actor represents a role that a user plays§ user is someone playing a role while using the system§ e.g. John (user) is a dispatcher (actor)

q Each actor uses the system in different ways, otherwise they should be the same actor

q Actors initiate activity with the system§ computer user with computer§ phone user with phone§ payroll clerk with Payroll system§ internet subscriber with Web Browser

problem

environment

objectives

human actors

comp. actors

roles&resp.

refine

28 July 2003 (C) The Open Group 200213

Some reminders

q Business Scenarios are a part of, and enable, the larger process of the consortium’s activities

q Business Scenarios are just a tool, never the objective

Business Scenario(s) Provide Coherence and Consistency

Brainstorm/ Interview Sessions

Documentation and Model of

Business Scenario

Requirements Validation

Allocate Requirements to

Appropriate Forum

28 July 2003 (C) The Open Group 200214

What Phases are Used in a Business Scenario Development?q Gather information§ Workshops are a great way to gather information through questions§ Additional information such as strategies, plans, facts are solicited

q Analyze and process information§ Information is usually processed offline§ Use a small team, your architects

q Document information§ Create models of your findings, both business and technical views§ Augment models with detailed documentation

q Review § Vet the models and documentation back to suppliers§ Have a controlled review, allocate specific review sections to

specific reviewers§ Only a few reviewers needed to review the complete business

scenario

28 July 2003 (C) The Open Group 200215

On Business Scenario Workshops

q Goal is to identify the key elements of the “Business Scenario”§ Bounding the problem to a solvable one

q To do so you must§ Define what a business scenario is to the participants to set

their expectation levels§ Provide enough information so participants can begin to

define the elements of the business scenario q Usually have one day therefore focus on§ Accuracy at only the highest level§ May have more than one workshop

q Achieved through questioning, brainstorming, and possibly breakout sessions

q Recording is crucial!

28 July 2003 (C) The Open Group 200216

Results of a Business Scenario

q The Business Scenario model will help build a business case for ongoing activity by:§ Identifying and prioritizing areas that will benefit from

collaborative effort§ Describing those benefits in ways that represent a

tangible value to existing and potential members§ Use that tangible benefit as “justification” for moving to

the next level of planning and execution§ Determining the associated paths forward

28 July 2003 (C) The Open Group 200217

Business Scenarios We’ve Done

q POS Upgradeq Directory Enabled Enterpriseq Key Management

Infrastructureq Quality of Serviceq Executive on the Moveq Interoperable Enterprise q Identity Managementq The Open Groupq The Lottery

28 July 2003 (C) The Open Group 200218

In Summary

q Business Scenarios may help in the Real-Time problem

q I can help you do Business Scenarios by§ Providing guidance on workshops§ Providing templates§ For meeting agendas§ For documentation§ For presentation

q Use them - don’t get lost in them

28 July 2003 (C) The Open Group 200219

Everyone is Building Value Propositionsq Value Proposition - an offer that profitably delivers a

unique (set of) benefit(s) to a target customer (segment(s)) better than the competition

Target

Needs

Offer

Differentiation

HOW WHO

WHAT

WHY

28 July 2003 (C) The Open Group 200220

All Indicators That We Must “Get It”q The conditions in the business have changed§ CSC points out the need for

§ Optimizing Organizational Effectiveness§ Organizing and Utilizing Data and § Aligning IS and Corporate Goals

§ Jon Surmacz says “The latest and greatest technologies don’t dazzle IT buyers anymore.”

§ Carl Howe says “The days of free spending on technology are over,… we’re looking at a different business environment.”

§ Michael Hammer calls “it” the “customer economy”§ Steve Covers says to “Seek First to Understand”§ Phil McGraw tells us that if we don’t “Get It” we will fail

28 July 2003 (C) The Open Group 200221

We Use Business Scenarios to “Get It”q To generate a clear understanding of business needs§ To obtain complete requirements that add up to a whole

problem description§ To clarify the value of the solution§ To ensure that all components add value to a marketable

solutionq To have a language to link customer problems, standards and

technical solutions§ To make it obvious what is needed and why, and § To gives vendors room to solve problems

VendorCustomer