INF5120 - Lecture plan - 2013...INF5120 Model based System Development 28.01.2013 7 Oblig 1 –...

INF5120 Model based System Development 28.01.2013

1

INF5120INF5120”Modellbasert Systemutvikling”

”Modelbased System development”

Lecture 3: 28.01.2013Arne-Jørgen Berre

Telecom and Informatics 1

g

[email protected] or [email protected]

INF5120 - Lecture plan - 2013

1 (14/1): Introduction – overview Enterprise Architecture with UML and BPMN and DSLs 2 (21/1): Service Innovation and Design, AT ONE method/workshop – myServiceFellow (Marika

Lüders) 3: (28/1): Value Networks/VDML BPMN, vs. UML Activity diagrams - Oryx 4 (4/2): User experience and Touchpoints/UI Design – Balsamiq – (Amela Karahasanovic) 5 (11/2): UML and Req.Modeling –Agile User stories versus Use cases 5 (11/2): UML and Req.Modeling Agile User stories versus Use cases 6 (18/2): UML 2.0 and Service Modeling – SoaML and System architecture

7 (25/2): Model driven engineering – Metamodels, DSL, UML Profiles etc. 8 (4/3): Model driven engineering EMF, Eclipse, GMF 9 (11/3): Model driven engineering , transformation technologies (Franck Fleurey)

10(18/3): UML Service Modeling – Service composition, USDL, ISO 19119, etc. 11(8/4): BPMN and Business Process Management and CMMN and Case Management 12(15/4): UML and Entity and Information modeling, UML, ISO 19103 13(22/4): UML and Semantic models, Facts, SBVR, Ontologies, Rules 14(29/4) UML d Pl tf d l li ti i ti J A Cl dML


14(29/4): UML and Platform models, realisation, migration, Java, Apps, CloudML 15(6/5): Software Process modeling frameworks – SPEM/EPF, ISO 24744, FACESEM/ESSENCE 16(13/5): Conclusion and Summary for INF5120 - Preparation for Exam

Exam: Monday June 3rd, 2013, (4 hours)


2

Obligs

Partially individual, partially group - in 3 parts

Oblig 1 – Group “Personal Concierge” - Business architecture and requirement models (February)

Oblig 2 – Individual – Eclipse editor for “Value networks” (March)

Telecom and Informatics

Oblig 3 – Group “Personal Concierge” – System architecture (April)

3

Next Lecture – February 4th, 2013

User Experiences

Touchpoints

User Interface design



3

Outline

Business architecture

O CS Business model innovation, Osterwalder, NEFFICS

Oblig 1

Value Networks


BPMN 2.0

Inf5120.modelbased.net



4

Related practices/method webs

inf5120.modelbased.net

neffics.modelbased.net

sisas.modelbased.net


SiSaS – SINTEF Software as a Service Methodology, sisas.modelbased.net



5

SiSaS – Disciplines and Practices




6


Oblig 1 – Group work – Company “Concierge” -

Service Innovation and Design – and Engineering -Groups of 2-3(4) persons

Create a business model for the company “Concierge” – which will provide personalized assistance for services like information about and booking support for concert tickets and movie tickets. The “Concierge” business idea is to provide web and smartphone services for ticket bookings and other

t d i tili i l l


events and experiences utilising also personal preferences and interests for suggestions . Future expansion could be toother kinds of personalised services, like streaming media, information about environmental impact/exposure (UV, pollen, air quality, ….)


7

Oblig 1 – Group work – Service Innovation and Design

“Personal Concierge”

1. Business Model – Osterwalder/NEFFICS 2. Service Innovation – AT ONE(Actors, Touch points, Offers, Needs, Experiences) 3. Value Networks4. BPMN processes (Activity diagrams)5. User stories/Use cases


6. UI Mockup (Balsamiq)7. Service models, UML 2.0 / SoaML

Establish groups today

Students (1/2) [email protected]

[email protected]

yannick@ifi uio no

Davlet Dzhakishev

Soheil Mashayekhi

Yannick Lew [email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

Yannick Lew

Animut Demeke

Karoline Lunder

[email protected]

[email protected]

Shahzad karamat


@g

[email protected]

[email protected]

[email protected]

14

[email protected]

Eunji Lee

Tommy Vitikka


8

Students (2/2) [email protected]

[email protected]

aakamran@gmail com

Philip Scheel

Zahraa Almasslawi

Arshad Alikamran [email protected]

[email protected]

[email protected]

[email protected]

[email protected]

Arshad Alikamran

Ulrike Janke

Guangyu Han

Jesper Vestlie

Loan Nguyen


IT/Business architecture transformation



9

OMG Business Architecture




10

Business Architecture Value Stream


Value Networks



11

OMG standards coverage

Data(What)

Function(How)

Network(Where)

People(Who)

Time(When)

Motivation(Why)

Scope List of things List of processes List of locations List of organizations List of events/cyclesLi t f b iBMMVDM OSMSBVRScope

(Contexts)

Business(Concepts)

System(Logic)

Technology(Physics)

List of thingsimportant

to business

List of processesthat the business

performs

List of locationswhich the business

operates

List of organizationsimportant to the

business

List of events/cyclesimportant to the

business

List of businessgoals/strategies

Semantic ModelBusinessProcessModel

BusinessLogisticsSystem

WorkflowModel

MasterSchedule

BusinessPlan

Logical Data ModelApplicationArchitecture

DistributedSystem

Architecture

HumanInterface

Architecture

ProcessStructure

Business RuleModel

Physical Data Model System DesignTechnologyArchitecture

PresentationArchitecture

ControlStructure

RuleDesign

BMM

SBVR

VDM OSMSBVR

DTFV

BPMN

UMLIMM(CWM)

CMPM

SoaML

ODM


Component(Assemblies)

Data Definition ProgramNetwork

ArchitectureSecurity

ArchitectureTiming

DefinitionRule

Definition

Operation(Instances)

Data Function Network Organization Schedule Strategy

Inte

ract

ion

Fun

ctio

n

Coo

rdin

atio

n

Info

rmat

ion

Qua

lity

Str

uctu

re

Goal oriented

ASDFramework

withINF5120Modelingtechniques

Context and Goals

Interactions Roles Functions Processes Information

EFA

Extra

Functional

Aspects

Requirements

Design

BPMNRole

ModelsSoaML UML

Class

Ontologies

Use cases/stories

UIOCL

collaboration


Interface

Channels

Actors

Resources

Tasks

Executors

Orchestra-tion

Workflows

Data

Stores and

Messages

QoS

SLA

Monitoring,

adaptation

Implementation

Infrastructure

Model Driven Architecture/MDE


12

The Alexander Osterwalder canvas

Businss Model Innovation


Strategyzer



13

www.businessmodelgeneration.com


www.businessmodelgeneration.com



14

Strategyzer (Osterwalder)


www.neffics.eu


EU project, 2010-2013, 4 Meuro, led by SINTEF & Induct


15

Business Model Innovation

Peter Lindgren,Univ. of Aalborg

Denmark


29

Business Model Innovation cube



16

Business Model Frameworks – with Modeling support – from NEFFICS

Building block Incremental innovation‘Do what we do but better’

Radical innovation‘Do something different’

Value proposition Offering ’more of the same’ Offering something different (at least to the company)company)

Target customer Existing market New market

Value chain architecture [Internal]

Exploitation (e.g. internal, lean, continuous improvements)

Exploration (e.g. open, flexible, diversified)

Competences Familiar competences (e.g. improvement of existing technology, HR, organizational system, culture)

Disruptively new, unfamiliar, competences (e.g. new emerging technology, new HR skills,

organizational systems, culture)

Network Partners Familiar (fixed) network New (dynamic) networks (e.g. alliance, joint-venture, community)


, y)

Relations Continuous improvements of existing relations (e.g. channels)

New relations, relationships (e.g. channels physical, digital, virtual, personal)

Profit formula Existing processes to generate revenues followed-by/or incremental processes of retrenchments and cost cutting

New processes to generate revenues followed-by /or disruptive processes of retrenchments and

cost cutting

NEFFICS BMI (1/2)



17

NEFFICS BMI (2/2)




18

Basis forVDMLstandardisation

Porter Value Chain

Organization Model

Capability Model Value Network

Value Stream

VDML


Business Model

REA-Resource Event Agent

Shared Services

Relations

Osterwalder versus NEFFICS

+ new idea: Enhance role collaborations (with value networks) as a focal point for relations – supporting enactement and simulation of the model

Value network

Target customers

Competences

Network

Value chain

Value proposition

Value stream Value network

Rolecollaborations


Value (Profit) formula (Cost+Revenue)

p

REA (ownership ‐ POA)


19

NEFFICS BMI with VDML diagrams

CapabilitiesValue

Propositions

Activities

Emergency

Emergency

Admissions

ClinicalOversight

Obstetrician

Obstetrician

s

Pediatrician

Anesthesiologist

ER

Affiliated

Doctors

Pediatricians

Anesthesiologists

ER Physicians

MaternityWard

Operating

Rec

FacilitiesManagement.

Operating

Room

Beds

Admissions

Maternity

Ward

Operating

Re

AdmissoinsNurse

Nurses

Nursing

ERNurse

ObstetricsNurse

PediatricNurse

Operating

Room

Beds

Visit

Doctor’s

Office

PatientAppointments

Doc

tor’

s O

ffice

Provide

Maternit

HospitalAdmission Requests

Handle

Emerge

EmergencyPatients

C l i e n t

Monitor

Patient

MonitoredPatients

MonitoringReports

Monitor

Gestation

Obtain

Maternity

Care

Hos

pita

l

‘Doctor’s

Office

Hospital Client

Patients

Maternity CareServices

Doctors

Network Customers

---

Physician

g

Room

covery

g

Room

covery

y

Care

ency

Monitoring Service

Value Proposition Exchange Diagram

VDML

Capability Management Diagram Activity Network Diagram

Network Partners

Value Formulas

Customers

--

-

Doctor’sOffic

e

Hospital

Client

Office Appointment

Admission Request

ObstetricianServices

Hospital Maternity

Care

InitiateMonitoring

MonitoringReports

Emergency Admission

Doctor’sOffice

Hospital

Client

Office Appointment

Admission Request


Hospital Maternity

Care

InitiateMonitoring

MonitoringReports

Emergency Admission

Cost of Monitoring Service to Doctor’s Office

...

...

...

...

Doctor’s value from Doctor’s Office

Patients value from Doctor’s Office

Cost of Maternity Care Services to Patient

...

...

...

...

...

...

...

...

...

...

...

...

...

...

...

Maternity Care Value Margin

Patient’s payment

Role Collaboration Diagram Role Collaboration Diagram

Measurement Dependency Diagram

Business Model representation VDML

VDML

Six building blocks representation, as high-level abstraction; detailed representation and ”wiring inside”,

based on VDML


20

Relationships between Items

CapabilitiesValue

Propositions

Activities

Network Partners

Propositions

Customers

--

-

PartnersValue

Formulas

-

-

-

Network Partner highlighted in VDML

Doctor’sOffice

Client

Office Appointment

InitiateMonitoring

MonitoringReports

Emergency Admission

Hospital

Admission Request


Hospital Maternity

Care

Reports

Graphical notation: Role Collaboration Diagram (VDML)


21

Activity highlighted in VDMLC

lient Obtain

Maternity Care

Visit Doctor’s Office

PatientAppointments

Doc

tor’

s O

ffic

e

Monitor Patient

MonitoredPatients

MonitoringReports

Monitor Gestation

Provide Maternity Care

HospitalAdmission Requests

Handle Emergency

EmergencyPatients

Ho

spita

l

Graphical notation: Activity Network Diagram (VDML)

Value Proposition highlighted in VDML

‘Doctor’sOffice Hospital Client

Patients

Maternity CareServices

Doctors

Monitoring Service

Graphical notation: Value Proposition Exchange Diagram (VDML)


22

Customer highlighted in VDML

Doctor’sOffice

Client

Office Appointment

InitiateMonitoring

MonitoringReports

Emergency Admission

Hospital

Admission Request


Hospital Maternity

Care

Reports

Graphical notation: Role Collaboration Diagram (VDML)

Capability Offer highlighted in VDMLFacilities

Management.Operating Room

Beds

AdmissoinsNurse

Nurses

Nursing

ERNurse

Operating Room

Beds

Emergency Emergency

Admissions

ClinicalOversight

Obstetrician

Obstetricians

Affiliated Doctors

Pediatricians

Admissions

ObstetricsNurse

PediatricNurse

Pediatrician

Anesthesiologist

ER Physician

Pediatricians

Anesthesiologists

ER Physicians

MaternityWard

Operating Room

Recovery

Maternity Ward

Operating Room

Recovery

Graphical notation: Capability Management Diagram (VDML)


23

Value Formula highlighted in VDMLPatients value from Doctor’s Office

...

...

...

...Patient’s payment

Cost of Monitoring Service to Doctor’s Office

Doctor’s value from Doctor’s Office

Cost of Maternity Care Services to Patient

...

...

...

...

...

... Maternity Care Value Margin

...

...

...

...

...

...

...

...

...

Graphical notation: Measurement Dependency Diagram (VDML)



24

ServiceML Editor

Web-based modelling editor http://tomcat.thingml.org/backend/poem/repository

U id

A User guide

http://epf.thingml.org/wikis/neffics/practice.business.service_modelling.base-sintef/guidances/toolmentors/neffics_service_modelling_editor_user_guide_D29F2B87.html

Currently being extended to support AT ONE Method (i.e., the Service Innovation practice) http://epf.thingml.org/wikis/neffics/practice.innovatio

T

O

N


http://epf.thingml.org/wikis/neffics/practice.innovation.service_innovation.base-sintef/guidances/practices/service_innovation_F3FED330.html

47

N

E

Value Network Analysis

http://www.valuenetworksandcollaboration.com



25

Value Network Insights™Role collaboration modeling

vs. Process modeling (BPMN later)

Value Network Analysis

Verna Allee CEOVerna Allee, CEO

Twitter@vernaallee

www.valuenetworksandcollaboration.com

So why not So why not

People naturally network as they work.

model the work itself as a network?

model the work itself as a network?

January 28, 2013 50

Value Network Analysis models value creation with a powerful human network approach to managing any business activity.

© 1997-2011 Value Networks, LLC All rights reserved.


26

How do people create value?

By assuming or creating roles …

to convert their tangible and intangible assets into deliverables …

that can be conveyed to other roles through the execution of a transaction.

In turn, value is realized by companies when they convert inputs into gains.

Utilize Assets

Roles

Realize Value

Deliverables

Transactions

January 28, 2013 51

Allee, Journal of Intellectual Capital, January 2008

Value Conversion Strategy

Tangible and Intangible AssetsFinancialAssets

HumanCompetence

Brand andRelationships

InternalStructure


How Networks Create Value

Value networks are sets of roles and value exchanges that generate a specific kind of value. Any purposeful activity can be understood as a value network.

January 28, 2013 52

Allee, Journal of Intellectual Capital, January 2008

Value Creating Network



27

Value Network Analysis Discovers

How the work actually gets done

The kind of value you are really creating

How efficiently your organization (and the network it supports) convertsresources (inputs) to value outputs (value conversion)

Where the value creation failure points

Value conversion is the act of altering or

transforming one type of value into another, such as transforming an

Intangible asset into a

Value conversion is the act of altering or

transforming one type of value into another, such as transforming an

Intangible asset into aare in the networks (problem flows, roles, mechanisms)

Intangible asset into a Tangible Deliverable.

Intangible asset into a Tangible Deliverable.

January 28, 2013 53© 1997-2011 Value Networks, LLC All rights reserved.

Value Network Modeling

RolesTangible (Formal)

Deliverables

January 28, 2013 54

Intangible (Informal)

Interactions



28

Shift is to focus on Roles that are played by individual participants…


Tangible DeliverablesGoods, services, revenue (traditional value chain) –all contractual or mandated activities that directly

…and Value Exchanges

all contractual or mandated activities that directly generate or deal with revenue or funding.

Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy

Intangible Deliverables


development, etc.

Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc.


29

Formal (Tangible) Deliverables

AgResearchCommercialization

AgR Developers

CommercializersMarket

Participants

Orders

Products

Proof ofConcept

Revenue

Market Research

AgR Developers

License

AgR Investors

Proof ofConcept

Fees

IPIdeas

Proof ofPrincipal

Investors

Strategic

PaymentsStrategicDirection

Payout

Market Research

Concept

January 28, 2013 57

AgR Researchers

ContractProposals

IP Rights

ScienceFunders

ResearchOutcomes

Direction

Terms ofReferernce

Can take up to twelve

years from idea to market.


Informal Deliverables Define Collaboration

AgR Developers

CommercializersMarket

Participants

Orders

Products

Market Pull

CompetitiveAdvantage

ExpertiseProof ofConcept

Revenue

Market Research

Market Feedback

AgResearchCommercialization

AgR Developers

License

AgR Investors

Proof ofConcept

Fees

IP

IP RightsCredibility

ValidationIdeas

MarketFeedback

Prestige

Credibility

Proof ofPrincipal

Opportunities

Credibility

Experts

Investors

StrategicDirection

StrategicCapability

Opportunities

PaymentsStrategicDirection Market

Pull Payout

Market Research

Concept

Market Feedback

Purpose

January 28, 2013 58

AgR Researchers

ContractProposals

IP Rights

ScienceFunders

ResearchOutcomes

Credibility

StrategicCapability

Direction

Purpose

Referrals

PublicInformaiton

Terms ofReferernce

Intangibles keep the

relationships alive.



30

Realizing Value for Network Participants

Impact Analysis


How do we grow our financial and intangible assets from inputs?

Creating Value in and through the Network

Value Creation Analysis


What value offerings do we create tobest utilize our financial and non financial assets?


31

Value Network Indicators

Business Performance

Value Optimization

•Value Creation•Value Realization •Intangible Asset Mgmt•Financial Impact

•Perceived Value•Reciprocity

•Resilience•Structural Dependency

•Risk•Flow Path Optimization•Channel Management•Speed

Value Network Intelligence


NetworkVitality

Brand &Relationships

•Reciprocity•Value Contributors•Innovation Pathways

•Structural Dependency•Benchmarks•Agility and Stability

61

A network view of the work itself

ValueNetworks.comValueNetworks.com

CITAP Inputer - RO_IDS

SOW Inputer - ROBCA SOW final validator

Integrator of test requirements

Authorized management SOW approver(s)

Technical Designer-finalizer PO coordinator

IDS requirements researcher-author - SOW Initiator

Functional resource estimatorRO SOW Final Approver

Resource OwnerITAR_EAR Analyst-Determiner

RO RFP Creator

BCA RFP Reviewer

PIW Creator

Non-FTO_V estimate collector-checker-coordinator

Non-FTOV estimate collector-checker-coordinator

Functional SME

Authorized management PIW approverCoordinator

BCA SOW estimate and PoP validatorTest estimate reasonableness assessorFunctional estimate approver

Test estimate requester

BCA estimate integrator

Expiration date assigner

BCA Proposal Creator

BCA cost policy reviewer

CITAP Project Manager

BCA work performer

BCA proposal implementer

Chargeline assigner

Job Number Assigner

IDS Proposal evaluator-acceptorauthorized management approver

IDS financial analyst

IDS Technical Analyst

IDS Cost Analyst0

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Communication convener

FOTV-BCA PO info advisor

SOW technical evaluator-reviewer

Functional SME

PoP AdjusterTest estimate collector-checker-documenter

g

BCA PricerBCA Price approver

CITAP Project Manager

00000

000

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32

Performance and Agility

More accurately depict business performance:

• Identify quickly how the work really happens.

Activate your networks with a business focus• Activate your networks with a business focus.

• Design work flows that work better (improve performance).

• Align business processes and human interactions.

• Monitor and Predict when work processes are at risk.

• Improve performance of any business activity.

© 1997-2011 Value Networks, LLC All rights reserved. January 28, 2013 63

• Realize greater value from collaboration.

Our Company

Applications for (value) network visualization, analysis, optimization

Value Network

Applications

Value Network BI

and

Unique value network analytics and predictive intelligence

Expert guidance, training, services

(SaaS) Analytics

PredictiveIntelligence

ExpertServices


Blog at www.valuenetworks.comLinkedIn ValueNetworks.com Value NetworksTwitter @valuenetworks and @vernaallee


33

BPMN(Business Process

Model and Notation)


The need of process modeling

Process improvement is created with better understanding, communication, and organizationg g

Modeling is an important aspect of these

Modeling translates verbal or tacit understanding into simple metaphors that assist these objectives

A metaphor is a way of reducing the dimensions of the description of a process to a more understandable and visible basis


visible basis

Metaphors bridge complex concepts and build an understanding of the relationships between them


34

Three manners of thinking -Process Can be defined as an organization of activities that

happen in a series, relevant to a business’s goals and pp gobjectives

At a fundamental level, a process diagram represents a single instance of a process

For example, a purchase order process reflects an instance of a single purchase order, not an organization processing their work load of purchase orders


processing their work load of purchase orders

Three manners of thinking -Event From another perspective, a process is actually a

connected sequence of events that respond to states, q pcauses, and conditions

In an event-based view, the process is a linkage of the transitions from one processing state to another



35

Three manners of thinking -Decision From yet another viewpoint, all activities and responses to

events should be the result of a conscious decision by the i tiorganization.

The decisions are an assemblage of business rules

A process model is not merely a scenario; It is a scenario that exists within the context of the

process, events, and decisions


All these different perspectives are appropriately incorporated in a robust process model

Business Process

A business process is a sequence of activities that carry out a business goalg “A business process is an organized, coordinated flow of activities,

conducted by participants, acting on and deciding with data, information, and knowledge, to achieve a business goal”



36

Business rules

A business rule is a mediator of information in computer systems for decision-making process participants, such as managers, employees, and salespeople

More accurately, from the viewpoint of the business process: “a business rule is an atomic logic step that uses data and

knowledge to evaluate part of a proposition about a process decision”

The business rule “meets” the process through the


The business rule meets the process through the decision – when you change the business rule, you change decision outcome

Think of a set of business rules as conditions that match data and create conclusions

Business Event

In a modern process modeling approach, opportunities, conditions, and factors that events must respond to are phandled or managed with business events “A business even is an event that is meaningful for conducting

commercial, industrial, and governmental, or trade activities”

In BPMN, we have start, intermediary, non-interrupting, and end events

Correspond directly to a process instance


p y p


37

What is BPMN ?


BPMN example



38

BPMN 2.0 and SoaML tools today

BPMN 2.0 Signavio has 2.0 Conversation and Choreography diagrams – a g g p y g

SaaS solution

Most BPMN 1.2 are doing stepwise migration, making existing parts 2.0 compliant

SoaML (in most UML tools) Magic Draw (Cameo), Enterprise Architect, IBM RSA/RSM,


Modelio, …


Signavio is the commercial version of Oryx


39

BPMN History

BPMN 1.0 (BPMI) – Mai 2004

BPMN1.x BPMN 1.1 (OMG) – Januar 2008

BPMN 1.2 (OMG) – Januar 2009

BPMN 2.0 final Juni 2010

http://www.omg.org/spec/BPMN/2.0/

Telecom and Informatics77

History for BPMN



40

BPMI.org Hourglass

Business EnvironmentAudiences: Purposes:

BP

BPMN

Focus Scope

tegy Consultants

rocess Designers

usiness Analysts

p

Modeling


Technology Implementation

BPELSystem Architects

ftware Engineers

Execution

BPMN requirements



41

BPMN Building blocks of the foundation

Some of the concepts are part of the definitions of business processbusiness process “An event-activated flow of coordinated activities, conducted by

participants, and acting on and deciding with data, information, and knowledge that achieve a goal”

Participant, Activity, Flow, Process event, Data


Participant

A participant is an actor or a person that interacts in a processp

The actor includes any human, digital, or virtual resource that involved in a business process



42

Participant examples

“People” participants:

Inventory receipt clerk“System” Participants:

Inventory receipt clerk inspecting the order

Employee filling out a request

Patient in hospital

M i

SAP, PeopleSoft

DB server

Rules engines

A Web service

A custom-build UI


Manager approving a requisition

Technician restoring a disk drive

A custom build UI

A telephony queuing switch

Activity

An “activity” is work the participant performs with business process

Is the basic units of process work, can be Atomic (lowest level, indivisible unit of work)

Non-atomic (involving many steps)

Process and subprocesses are compound activities

In BPMN, the types of process activities include: Tasks – is the atomic activity


Tasks is the atomic activity

Subprocesses – is compound activity, might contain other activities


43

Activity examples

An activity can be manual, as a human participant completes the activity, orp y

It might be automated by a system participant

Examples: Inspecting material delivery

Restoring a server

Completing contract requisition

Reviewing and approving a requisition


Reviewing and approving a requisition

Reviewing loan application

Flow

Is the order (and data) in which the activities or process steps are performedsteps a e pe o ed

Multiple flows might occur within multiple participants roles

Two types of flows in BPMN diagram

Sequence – defines the order in which activities are performed for any given process participants S fl b t ti i t i diff t


Sequence flow never occurs between participants in different pools

Message – defines the flow of information and message between participants within a process Messages never occur within the same pool


44

Flow: transition

Describes the hand-off between activities

Transition means that one activity has stopped andTransition means that one activity has stopped and another has started

Transition never occurs between multiple participants

e.g,a work area with people and workstations for each person’s activities (tasks) As each task is completed, the person transitions to the next task

at another workstation


at another workstation

Any communication is an interaction, not a transition

Flow: interaction

Is the communication between participants

Interactions occur between two or more participants in theInteractions occur between two or more participants in the form of message

Interactions never occur from one participant back to itself

Note: a flow from one participant back to itself is an activity transition, not an interaction



45

Process Event

An event is something that happens

A process event defines a point where the process isA process event defines a point where the process is either started, stopped, halted, or continued

Events define occurring activities “of interest”

Participant actions, choices, or activities define or create events

Examples:C t t d b itt d


Contract order submitted

DB unavailable

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Data

Data shapes in BPMN are artifacts, meaning, or an effect of process events occurringp g

Data is never a cause of process activity occurring. Events trigger activity, resulting in data

Data mostly originates from events, for example: An airplane is cleared for a final approach. This event is added to

the flight log (data)

The log data is a chorological series of event snapshots


g g p


46

Core Set of Diagram Elements

The core set of modeling gelements enable the easy

development simple Business Process Diagrams that will

look familiar to most Business Analysts (a flowchart diagram)


Complete Set of Diagram Elements, Events

An Event is something that g“happens” during the course of

a business process. These Events affect the flow of the Process and usually have a trigger or a result. They can

start, interrupt, or end the flow.



47

Complete Set of Diagram Elements, Activities, Cont.

A S b P b iA Sub-Process can be in an expanded form that shows the process details of the a lower-

level set of activities.


Complete Set of Diagram Elements, Gateways

Gateways are modeling y gelements that are used to

control how Sequence Flows interact as they converge and

diverge within a Process. If the flow does not need to be

controlled, then a Gateway is not needed.



48

BPMN Diagram elements


Diagram elements (2)



49

Activities


Task



50

Sub-processes


Events



51

Start Events


Intermediate Events



52

Intermediate events (normal flow)


Intermediate events (linked to Boundary)



53

End events


Gateways



54

Exclusive Gateways


Exclusive Gateways, based on data



55

Exclusive Gateways, based on events


Inclusive Gateways



56

Complex Gateways


Complex Gateways



57

Parallell Gateways


Conectors



58

Sequence flow


Conditions in sequence flow



59

Default sequence flow


Message flow



60

Associations


Swim lanes



61

Pool


Lanes



62

Artifacts


Text annotations



63

Data objects


Groups



64

Extended artifacts


Normal flow



65

Link events


Process leves



66

Data flow


Exceptions



67

Compenations and transacations


Loops



68

Timers


Ad hoc processes



69

EPC og BPMN

EPCEPC

BPMN


Orchestration versus Choreography



70

Orchestration


Choreography



71

Example


Process information



72

Proposal


Sources

The (beta) BPMN 2.0 specification -http://www.omg.org/spec/BPMN/2.0/

Bruce Silver – http://www.bpmnstyle.com

Rick Geneva – http://processmodeling.info

Stephen White -https://apps.lotuslive.com/bpmblueworks/community/?p=902

BPMN 0.9, 1.0, 1.1, 1.2, …..



73

BPMN Examples …




74




75




76

Example – doctor’s office

A text description of the choreography was presented as so:

1) Patient send a "I want to see doctor" message to the Receptionist

2) Receptionist send a "Are you available ?" message to a a list of Doctors

3) One doctor send a "I'm available" message to the Receptionist.

4) Receptionist send a "I'll book you" message to the Doctor.

5) Receptionist send a "Go see doctor" message to the Patient

6) Patient send a "I feel sick" message to Doctor

7) Doctor send a "Prepare this medicine" message to Receptionist


7) Doctor send a Prepare this medicine message to Receptionist

8) Doctor send a "Pickup your medicine and you can leave" message to Patient

9) Patient send a "I need my medicine" message to Receptionist

10) Receptionist send a "Here is your medicine" message to Patient



77




78




79

BPMN 2.0: Major changes from BPMN1.x Notational changes

New diagrams for Choreography and Conversation

N t t ( l ti ) New event-types (escalation, …)

Non-interrupting events

Event sub-process

Call Activity– replaces linked/reusable activity

Technical changes Formal metamodel – specified in UML


Interchange formats for semantic model interchange (XMI, XSD)

Interchange formats for diagram interchange (XMI, XSD)

XSLT transformations between XMI and XSD formats

Process diagram

Flowchart view to sequence

ti iti ithiactivities within an organization

Support the modeling of simple processes

Enhanced by BPMN to handle

l


more complex concepts, such as exception handling, transactions, and compensation.


80

Collaboration diagram

Provides a view of the i t ti (flinteractions (flow of messages) between two or more business partners (Participants).

Collaborations can be combined with Processes


with Processes to show how the interactions are related to the internal Process activities.

Collaboration diagram example



81

Conversation diagram

Allows a modeler to group Collaboration i t ti b tinteractions between two or more Participants, which together achieve a common goal, e.g. “negotiate delivery”

The grouping can be based on business keys such as


keys such as customer id or shipping id.

Conversation diagram example Allows a modeler

to group Collaboration interactions between two or

P ti i tmore Participants, which together achieve a common goal, e.g. “negotiate delivery”

The grouping can be based on business keys


business keys such as customer id or shipping id.


82

Corresponding choreography example• Provides a flowchart view to

sequence interactions between Participants

• Choreographies define a “business contract” or protocol to which the Participants agree towhich the Participants agree to

follow during real-time interactions.


Choreography diagram

Provides a flowchart view to sequence interactions between Participants

Choreographies define a “business contract” or protocol to which the Participants


the Participants agree to follow during real-time interactions.


83

Activity types - visualised


Multi-instance activites - visualised

Parallel Serial



84

New Artifact Shapes

Data Artifact

Data Artifact Collection

Data Artifact Input

D A if O


Data Artifact Output

Data Source Artifact

New Event Gateways Current event-based gateway

Event Based Exclusive Intermediate

Event Based Exclusive Start Gateway


Event Based Inclusive Start

Event Based Inclusive Intermediate


85

Non-interrupting Intermediate Events Boundary intermediate

events in BPMN 1.0-1.2 are interrupting

BPMN2.0 introduces new non-interrupting intermediate events Boundary events

Catching


Example of use

Non-interrupting Event Sub-process (expanded)



86

Non-interrupting Event Sub-process (collapsed)


Interrupting Event Sub-process



87

BPMN 2.0Event Gallery


Based on work by John A. Zachman

VA Enterprise Architecture

DATAWhat

FUNCTIONHow

NETWORKWhere

PEOPLEWho

TIMEWhen

MOTIVATIONWhy

SCOPE(CONTEXTUAL)

Planner

SCOPE(CONTEXTUAL)

Planner

Things Important to the Business

Entity = Class of

Processes Performed

Function = Class of

ImportantOrganizations

People = Major

Business locations

Node = Major

Ev ents Significantto the Business

Time = Major

Business Goalsand Strategy

Ends/Means =

Based on work by John A. Zachman

VA Enterprise Architecture

DATAWhat

FUNCTIONHow

NETWORKWhere

PEOPLEWho

TIMEWhen

MOTIVATIONWhy

SCOPE(CONTEXTUAL)

Planner

SCOPE(CONTEXTUAL)

Planner

Things Important to the Business

Entity = Class of

Processes Performed

Function = Class of

ImportantOrganizations

People = Major

Business locations

Node = Major

Ev ents Significantto the Business

Time = Major

Business Goalsand Strategy

Ends/Means =

Zachman Framework – for Enterprise Architecture (IBM, 1987)

Planner

ENTERPRISEMODEL(CONCEPTU AL)

Owner

SYSTEM MODEL(LOGICAL)

Designer

TECHNOLOGYMODEL(PHYSICAL)

Builder

Planner

ENTERPRISEMODEL

(CONCEPTUAL)

Owner


Designer

TECHNOLOGYMODEL

(PHYSICAL)

Builder

Entity = Class of Business Thing

Function = Class of Business Process

Semantic Model

Ent = Business Entity Rel = Business Relationship

Business Process Model

Proc = Business Process I/O = Business Resources

Business LogisticsSystem

Node = Business Location Link = Business Linkage

Work Flow Model

People = Organization Unit Work = Work Product

Master Schedule

Time = Business Event Cycle = Business Cycle

Business Plan

End = Business Objectiv e Means = Business Strategy

People = Major Organizations

Node = Major Business Locations

Time = MajorBusiness Event

Ends/Means =Major Business Goals

Logical DataModel

Ent = Data Entity Rel = Data Relationship

Application Architecture

Proc = Application Function I/O = User Views

Distributed SystemArchitecture

Node = IS Function Link = Line Characteristics

Human InterfaceArchitecture

People = Role Work = Deliv erable

ProcessingStructure

Time = System Event Cycle = Processing Cycle

Business RuleModel

End = Structural Assertion Means = Action Assertion

Physical DataModel

Ent = Segment/Table Rel = Pointer/Key

SystemDesign

Proc = Computer Function I/O = Data Elements/Sets

TechnologyArchitecture

Node = Hardware/Softw are Link = Line Specifications


People = User Work = Screen Format

ControlStructure

Time = Ex ecute Cycle = Component Cycle

RuleDesign

End = Condition Means = Action

Planner

ENTERPRISEMODEL(CONCEPTU AL)

Owner


Designer

TECHNOLOGYMODEL(PHYSICAL)

Builder

Planner

ENTERPRISEMODEL

(CONCEPTUAL)

Owner


Designer

TECHNOLOGYMODEL

(PHYSICAL)

Builder

Entity = Class of Business Thing

Function = Class of Business Process

Semantic Model

Ent = Business Entity Rel = Business Relationship

Business Process Model

Proc = Business Process I/O = Business Resources

Business LogisticsSystem

Node = Business Location Link = Business Linkage

Work Flow Model

People = Organization Unit Work = Work Product

Master Schedule

Time = Business Event Cycle = Business Cycle

Business Plan

End = Business Objectiv e Means = Business Strategy

People = Major Organizations

Node = Major Business Locations

Time = MajorBusiness Event

Ends/Means =Major Business Goals

Logical DataModel

Ent = Data Entity Rel = Data Relationship

Application Architecture

Proc = Application Function I/O = User Views

Distributed SystemArchitecture

Node = IS Function Link = Line Characteristics

Human InterfaceArchitecture

People = Role Work = Deliv erable

ProcessingStructure

Time = System Event Cycle = Processing Cycle

Business RuleModel

End = Structural Assertion Means = Action Assertion

Physical DataModel

Ent = Segment/Table Rel = Pointer/Key

SystemDesign

Proc = Computer Function I/O = Data Elements/Sets

TechnologyArchitecture

Node = Hardware/Softw are Link = Line Specifications


People = User Work = Screen Format

ControlStructure

Time = Ex ecute Cycle = Component Cycle

RuleDesign

End = Condition Means = Action

BPMN


DATAWhat

FUNCTIONHow

NETWORKWhere

PEOPLEWho

TIMEWhen

MOTIVATIONWhy

DETAILEDREPRESENTATIONS(OUT-OF-CONTEXT)

Sub-Contractor

FUNCTIONINGENTERPRISE


Sub-Contractor


y p y p y

DataDefinition

Ent = Field Rel = Address

Program

Proc = Language Statement I/O = Control Block

Netw orkArchitecture

Node = Addresses Link = Protocols

SecurityArchitecture

People = IdentityWork = Job

Timing Definition

Time = InterruptCycle = Machine Cycle

RuleDesign

End = Sub-Condition Means = Step

Data

Ent = Rel =

Function

Proc =I/O =

Netw ork

Node = Link =

Organization

People = Work =

Schedule

Time = Cycle =

Strategy

End = Means =

DATAWhat

FUNCTIONHow

NETWORKWhere

PEOPLEWho

TIMEWhen

MOTIVATIONWhy


Sub-Contractor



Sub-Contractor


y p y p y

DataDefinition

Ent = Field Rel = Address

Program

Proc = Language Statement I/O = Control Block

Netw orkArchitecture

Node = Addresses Link = Protocols

SecurityArchitecture

People = IdentityWork = Job

Timing Definition

Time = InterruptCycle = Machine Cycle

RuleDesign

End = Sub-Condition Means = Step

Data

Ent = Rel =

Function

Proc =I/O =

Netw ork

Node = Link =

Organization

People = Work =

Schedule

Time = Cycle =

Strategy

End = Means =

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