Presentation on theme: "Business Systems Analysis with UML Modelling the Zeitgeist Club"— Presentation transcript:
1 Business Systems Analysis with UML Modelling the Zeitgeist Club Owen JohnsonInformation Systems Programme ManagerLeeds University, School of Computing
2 Objectives By the end of session you will be able to: OO Analysis and DesignBy the end of session you will be able to:Understand some of the guiding principles behind business systems analysisAppreciate the value of modellingIdentify a range of modelling tools and techniquesDescribe how these modelling tools and techniques can be combined to conduct business systems analysis.Develop information systems requirements for the Zeitgeist Club
3 Modelling and Systems Design NewLogicalModel2. Process Re-DesignRadical rethink or best practiceReal-world problem domainLogicalModel1. AnalysisStudy and understand the current solution to develop a “logical” modelCandidateDesignSolution 1Solution 3Solution 23. Technical DesignGenerate “candidate” design solutions4. ChooseA business benefits vs. cost/ risk trade-offCandidateDesignSolution 25. Create PrototypeEvaluate against real-world
4 OutlineSome Theory and PrinciplesModelling ZeitgeistConclusions
6 General Systems Theory Systems have Inputs, perform Processes and produce Outputs. They include some element of Control which uses Feedback.Anything with these elements can be regarded as a system.Systems can be very simple (e.g. a thermostat controlling heating) or highly complex (e.g. human systems of government).Some key features of General Systems Theory:1. The components of a system work together towards a collective goal2. Systems do not operate in complete isolationThey are contained within an environmentThe scope of the system is defined by its boundaryThe boundary marks the interface between a system and its environment3. Systems can be complex and made up of sub-systems4. Systems have emergent properties – more than the sum of their parts5. Subsystems can be treated as systemsTheir environment includes the other sub-systems that they interface withSub-systems have emergent properties
7 Sub-Systems and Emergence EmergentProperties of ASystem ASub-systemA1Sub-systemA2BodyMindLife,decision making,interactionHumanExample – a complex systemSystem A is more than the sum of Subsystems A1 and A2Keyis a part of
8 Sub-Systems and Emergence EmergentProperties of ASystem ASub-systemA2aA2bEmergentProperties of A2EmergentProperties of A2bKeyis a part of
9 Sub-Systems and Emergence GrowthSophisticated customer baseInformation sensitiveEntertainment:IndustryLoyal customersFalling attendanceWarring department managersCompetitor:VenueZeitgeist:VenueSecurityPerformanceUsabilityCatering: DepartmentZeitgeist IS:Information SystemKeyis a part of
12 Z-Club Business Context HIGH-LEVEL…OUTSIDE…REQUIREMENTS viewKeyActor – independent, autonomous, a person, organisation or other system that isoutside the system boundary but that interacts with it.
13 Z-Club Business Use Case HIGH-LEVEL…OUTSIDE…REQUIREMENTS viewKeyActorUse Case – a “case of using” the system. A class of (set of) interactions between actor and the system that results in a positive outcome (measurable value) when complete. Typically represents a business process or system requirement.
14 Z-Club Business Process HIGH-LEVEL…DYNAMIC viewKeyAn activity. An action, or set of actions that are performed as part of a process. It may represent a process in it’s own right.Transition. A line to indicate the next activity in the sequence.
15 Z-Club Business Process (Swimlanes) HIGH-LEVEL…DYNAMIC viewOUTSIDE viewINSIDE viewKeyAn activity.Transition.Swimlane. A boundary between two areas responsible for different activities.
16 Z-Club Business Object Model HIGH-LEVEL…INSIDE…LOGICAL viewKeyA business worker. A role performed by people within the businessA business entity. An important object that plays a key role in understanding and modelling the business.
17 Z-Club Business Service Use Cases OUTSIDE,REQUIREMENTS viewKeyActorUse Case – a “case of using” the system. Each use case must independently have value to the actor.
18 Z-Club Service Delivery Process INSIDE …Z-Club Service Delivery ProcessDYNAMIC viewKeyAn activity.Transition.Swimlane.
19 Z-Club Radical Process Redesign DYNAMIC viewExample: Problem 5. Customers must book and pay in person at reception. This entails a visit to the venue which is in a seedy part of town renown for car crime and poor parking.Q. How can technology change the entire process?KeyAn activity.Transition.Swimlane.
20 Z-Club Best Practice Process Redesign REQUIREMENTS view1. There is little information on what events are taking place or when.Process: (Customer) Learn about EventsBest Practice: Self-service information via WebBest Practice: Send targeted information based on customer profile2. The receptionists are surly and unhelpful.Process: (Customer) <<Get Information>>…8. Tickets do not specify a seat number; therefore customers scramble to gain the best seats.Process: (Customer) Make a bookingBest Practice: Booking by seat number12. Popular drinks often sell out early on.Process: (Customer) Buy drinksBest Practice: Stock management based on demand forecasting
21 Z-Club System Concept Class Model INSIDE…LOGICAL viewKeyA class of objects.The class diagram represents the “model” that the system maintains to store what it needs to know about the real-world problem domain.A relationship between objects of different classes, e.g. one (1) to many (*)A part ofA type of (a class can inherit some properties from another class, e.g. a disco is a type of event. All events have date, time, duration, room etc.)
22 Z-Club System Use Case Diagram REQUIREMENTS viewKeyActorUse Case – a “case of using” the system a system requirement.
23 Z-Club Use Case Realisations DYNAMIC viewLOW-LEVEL …INSIDE …KeyBoundary Object – controls the user interfaceControl Object – controls the logic of the use caseA message sent between objects in the system
26 The Nine UML Diagrams Dynamic Views Use Case Class Activity State SequenceCommunicationObjectCompositeDeploymentRequirements ViewsLogical ViewsPhysical ViewsDynamic ViewsUML was developed as a set of complementary diagrams to support multiple viewsNow a de facto standard in software engineering. The current standard is UML 2.0.
27 Modelling Levels Choosing Levels of Abstraction Once you have the big picture you can then zoom in to examine the detail.
28 Visual Modelling Levels OUTSIDE ViewBusinessBusiness ContextBusiness Use Case diagramSystemSystem Context Use Case diagramSystem Use Case diagramSub-SystemsMore use casesINSIDE ViewBusinessBusiness Objects – workers/ objectsBusiness Activity DiagramsSystemConcept Class DiagramActivity diagram for a use caseSub SystemsDesign Level Class diagramsSequence diagrams for a use case realisationState diagrams for a Class+ physical design – software components and packages
29 Current Research Modelling Variety and Best Practice GeneralisationSpecialisationSubactivitiesUsesMIT Process CompassVBP ModellingCitizenAccess Information and ServicesAccess Other Information and ServicesGet Help with Pupil AdmissionGet Information on SchoolMake an ApplicationOther ProcessesMake Application toLocal AuthorityMake Application direct to SchoolBest Practice:Citizen PortalLocal Authority managed applicationGet Information from Local AuthorityGet Information from SchoolSchool Web site
30 Objectives By the end of session you will be able to: OO Analysis and DesignBy the end of session you will be able to:Understand some of the guiding principles behind business systems analysisAppreciate the value of modellingIdentify a range of modelling tools and techniquesDescribe how these modelling tools and techniques can be combined to conduct business systems analysis.Develop information systems requirements for the Zeitgeist Club
31 What next? Online Reading References OO Analysis and DesignOnlineSchool of Computing, Software EngineeringThe Object Management Group (OMG's)UML Style guidelines from Scott AmblerReadingAmbler S, Agile Modeling, Wiley, 2002Ambler S, The Elements of UML 2.0 Style, Cambridge University Press, 2005Bennett S, Skelton J & Lunn K, Schaum's Outline of UML (2nd edition), McGraw-Hill, 2005ReferencesKing S.F. and Johnson O.A. VBP: An Approach to Modelling Process Variety and Best Practice, Information and Software Technology, forthcoming.Malone, T.W, Crowston, K, Lee, J, Pentland, B, Dellarocas, C, Wyner, G, Quimby, J, Osborn, C.S, Bernstein, A, Herman, G & Klein, M (1999). ‘Tools for inventing organizations: toward a handbook of organizational processes’. Management Science, 45(3),
32 Business Systems Analysis with UML Modelling the Zeitgeist Club Owen JohnsonInformation Systems Programme ManagerLeeds University, School of Computing