1. Business Process Modeling for EPLC Angela Thomas Ryan Kahn
Facilitated By
Angela Thomas
Ryan Kahn

2. Agenda The Role of Enterprise Architecture Significance to EPLC
Review Criteria
Introduction to Business Process Modeling
Methodology and Models
Benefits and Cases of BPM
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3. Enterprise Architecture (EA)
Enterprise architecture is a comprehensive framework used to manage and align an organization's
Systems (IT)
People
Operations
Projects
with its operational characteristics
(Office of the Chief IT Architect, NIH, 2009)
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4. Significance of BPM to the EPLC
EPLC BPM Deliverables
• Business Case
• Requirements
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5. Review Criteria for EPLC What We Expect To See
Initiation Phase (Business Needs Statement)
Strategic Alignment
Considered Reuse of Processes and/or Systems
Concept Phase (Business Case)
As-Is Business Process Model(s)
To-Be Business Process Model(s)
Performance Metrics Identified
Adherence to NIHRFC0027
Requirements Analysis Phase (Requirements Document)
Traceability to Business Process Models
Traceability to Performance Metrics
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6. Business Process Modeling
What is a Business Process?
A collection of activities that takes one or more kinds of inputs and creates an output that is of value to the customer.
(Hammer & Champy, 1993)
What is Business Process Modeling
The consistent, repeatable and reusable approach to capture, organize, validate, analyze and depict the explicit business information to support all corporate initiatives.
(Baker & Tyler, The Discipline of Business Modeling)
Michael Hammer and James A. Champy (Business Process Reengineering )
Argue that too much time is wasted passing-on tasks from one department to another
More efficient to appoint a team who are responsible for all the tasks in the process
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7. BPM Methodology Decomposition Method
Technique used to break down a process into component parts
Methodology: Business Co-Formulation*
Document Co-Formulation (DCF)*
Facilitated Co-Formulation (FCF)*
Segue: what is decomposition?
Decomposition:
A technique used to break down a process into its component parts
When defining BPM, we talked about capturing business information
Decomposition is how we capture the business processes
Decomposition is 1st step to create a model
The term for decomposing the sources of info (given to us by BG) is BCF
DCF - source doc
FCF - SMEs
reason for two types of co-formulation is because of the different types of knowledge
Sources of knowledge:
Explicit: knowledge that is written in documentation, slides, web sites etc.
documentation that was created by SMEs contains ideas, context and information
Anything that we can read that has information we can and will use in a model
Implicit: knowledge that is assumed or inferred within documentation or actions.
SMEs create documentation with certain assumptions
(it is our job to read between the lines and determine assumptions)
Tacit: Tacit knowledge piggybacks off of Implicit Knowledge.
knowledge that is difficult to be transferred to another person by means of writing down or verbalizing it
Racecar example
Not endorsing anyone, just sharing our chosen methodology
BG is our standard methodology
facilitates conversation and knowledge transfer
* Source: BusinessGenetics
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8. Elements of a Business Process Model
What activities must the business perform to achieve its purpose?
Who performs each activity (role, organization, system)?
Which information is used to perform each activity and which information is produced by each activity?
Where are the activities performed?
When are they performed?
How do all the above interrelate to yield a business processes?
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9. WHAT Model
Hierarchical representation of a complete set of business activities that support the achievement of a specific business purpose.
What Model:
Hierarchical representation of a complete set of business activities that support the achievement of a specific business purpose
Each box represents a business activity
Each step down is called a level
A level is where the activity falls within the hierarchy of the What Model
The Level 0 is the ultimate activity; what are you trying to do – what is the business or process?
All of the levels below that that Level 0 box are the activities that must be completed in order satisfy that purpose
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10. WHAT Model Use
To obtain a complete set of business activities necessary to support a specific business purpose (super set of activities)
To create a foundational framework from which all of the other Decomposition models are based
To depict business activities in a manner that is simple and easy to understand
Enables activity structure
Enables activity leveling
Defined:
Obtain a complete set of business activities necessary to support a specific business purpose
Create the foundation from which all other decomposition models will be based
Purpose driven tasks –why are you actually doing something,
Depict the business activities in a manner that is simple to ready and easy to understand.
To ensure purpose attainment
Modeling Use:
Stabilizes and connects all activities performed within a business
Organizes the activities into logical grouping
Ensures activity structure
Ensures activity completeness
Ensures activity leveling
Ensures consistent terminology
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11. WHAT Model Rules and Dimensions
In order to…
What do you need to do?
If you…
Have you?

12. WHICH Model
Representation of the business information needed to perform the activities, or that is produced by performing the activities.
Networked representation of the business information needed to perform business activities.
Contains all the unique qualified objects to support the activities of the WHAT model.
In simple terms, the Which model contains the inputs and outputs from activities in the What Model.
Consists of:
Entity
The principal object about which information is to be collected
Generally a thing (customer, product) or event (sale, payment)
Contain attributes  a set of information that as a whole, fully describes the entity to which they are associated
(Customer: address, name)
Manage relationships  association between entities depicts a business relationship assertion
Artifacts
Document
Form
Report
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13. WHO Model
Hierarchical representation of organizational units, roles, people and systems involved in performing business activities.
Hierarchical representation of organizational units, roles, people and technologies involved in performing activities.
Glorified org chart?
There are some differences
A Who Model is aligned with your purpose
You don’t ever have specific names
You may include WHOs external to your organization
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14. WHERE Model
A visual representation of spatial / geographic locations where business activities occur
Visual representation of spatial / geographic locations where business activities occur:
Identifies where business activities are performed
Attaches all pertinent geographic metadata (e.g. spatial, physical address) to the business term used to identify the location
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15. WHEN Model
Representation of time in which business activities can occur, that facilitates an understanding of business time considerations.
A visual representation of time in which business activities can occur
Facilitates understanding of business time considerations.
Attaches all pertinent geographic metadata (e.g. spatial, physical address) to the business term used to identify the location
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16. HOW Model Sample
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17. HOW Model Defined… Modeling Use… Model that ties everything together
Used to display workflow on a single or multiple levels
Incorporates all other models and dimensions
Provides a single comprehensive view of the business operation
Who does What activities with Which information
Where the activities are performed in the process flow
When do the activities take place along process flow
Different business scenarios
Dimensions
Activities
Role
Entities
Locate
Time Frame
Definition
Representation of a complete business process flow
Incorporates all other models and dimensions
Provides a single comprehensive view of the business operation
Use
The comprehensive model relates all 5 dimensions is one all-encompassing graphic view:
Illustrates Who does What activities with Which information
Shows Where the activities are performed in the process flow
Shows When do the activities take place along process flow
Highlights different business scenarios
Dimensions
HOW Models are made up of the dimensions from the other models
Activities
Role
Entities
Locate
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18. Benefits of BPM Clarifies processes, roles and definitions
Clearly depicts the contribution of every activity to the overall business purpose
Allows holistic view of the entire process
Bridges the gap between “IT” and the business
Enables informed and quantitative decisions
Provides a single source of information
Promotes continuous collaborative improvement
Provides framework for use cases and system requirements
People know what they do and don’t:
Look upstream / downstream
Look cross functionally
BPM allows cross functional units to collaborate from the same picture / source
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19. Success Stories MTA: Defining Processes
Issue: Determine business needs for new system to support the management of materials.
BPM Value: Identified system support similarities between the inbound and outbound transfers enabling the possibility of re-use during in house system development.
Derived requirements for potential COTS systems.
Similar needs for inbound and outbound
Derive requirements for potential systems  add to slide?
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20. Success Stories HSPD-12: Proving Compliance
Issue: Prove HSPD-12 compliance, eliminate data quality errors, and improve manual processes.
BPM Value: Proved HSPD-12 compliance.
Reduced data errors.
Uniform across NIH
Efficient process, saves time, saves paper, increases data quality
Graphic to show business process area (color coded for functional area)
High level roadmap
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21. Ongoing Initiatives Enroll Non-local Organization
Issue: Manual intervention, duplicating processes, multiple data checks.
BPM Value: Suggested an automated QC check and eliminating duplicative, manual checks.
Demonstrated similarity in business processes between enrolling vendors & organizations.
can be used cross functionally:
- eRA
- Vendor
 Purpose is same
Institution obtains a DUNS number
Institution registers with the Central Contractor Registry (CCR)
Establish E Business Point of Contact (E-Biz POC)
Establish Marketing Personal Identification Number (MPIN) for E-Biz POC
Institution registers in eRA Commons website
Establish a Singing Official (SO)
May establish Account Administrator (optional)
eRA Commons
Upon completion of online registration, SO must fax a signed copy of the registration to eRA
Registration is reviewed manually by
User Support
(1) must be research
(2) submitter must be officer or high ranking official
(3) institution name must be in English
(4) CCR address verification
(5) CCR DUNS verification
Data Quality
CCR address verification
Similar Validation X 2
(Could be automated)
Similar Data X 3
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22. BPM for EPLC Support Contact Information
We’re here to help you! We can provide guidance and assistance to projects in meeting the requirements of EPLC.
Class Course IT800 - Business Process Modeling
Website
Rules for submitting BPM: NIHRFC0027
AEEC-37D D/0/NIHRFC0027BusinessProcessModeling.pdf
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BPM Contacts
Angela Thomas Ryan Kahn
(301) (301)
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