Using Telelogic DOORS and Microsoft Visio to Model and...

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Using Telelogic DOORS and Microsoft Visio to Model and Visualize Complex Business Processes - v1.0© 2005 Galactic Solutions Group LLC – Authors: Bob Sherman ([email protected]), [email protected]

[email protected]

Bob Sherman - [email protected]

Using DOORS & Visio to

Model and Visualize

Complex Business Processes

2 © Telelogic AB


Agenda

• The Unmet Need

• The Solution

– Strategy: Business Driven Application Lifecycle

– Tactics: Business Modeling via DOORS & VISIO

– Tactics: DOORS/VISIO Integration

• Case Study Results

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Chronic IT Project Problems

• User/Stakeholder Engagement Outages

• Unclear Objectives

• Incomplete or Changing Requirements*Standish Group Chaos Studies

Top IT Project Problems

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Chronic IT Project Problems

*Standish Group

* IEEE & University of Southern California

• 35-65% of project budget spent on rework.

• ~50% of rework is due to requirements errors

Rework

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Today’s Popular Methods Are Not Helping

• Focus is on the software/system

• Emphasis on documentation ceremony and syntax

• Standardization on methods that have not yet solved the most critical IT project problems

• Business focus

• Rapid acquisition, vetting and exploitation of knowledge

• Innovative modeling and analysis techniques

CURRENT SITUATION WHAT IS NEEDED

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It Won’t Fix Itself

• The method gurus rose to prominence in an era of small systems

– gurus no longer on the front lines of the enterprise– gurus are pushing for standardization… slowing required

evolution (or revolution)

• Developers are in charge of method evolution– continued system vs. business centered focus– continued movement towards starting coding ASAP– increasing method/cultural emphasis on “embracing

change” vs. getting it right the first time

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If not addressed… the situation will worsen

• Foundational role of information systems in today’s business processes

• Increasing emphasis on the enterprise vs. the user

• Increasing number & complexity of technologies

• Shrinking the software project ROI window

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Agenda

• The Unmet Need

• The Solution





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AMR - Jan 2003…

“While most of IT’s effort goes to delivering sophisticated applications for their LOB counterparts, most IT organizations never look to implement similar technologies to support their own operations.”

AMR - Jan 2003…

“While most of IT’s effort goes to delivering sophisticated applications for their LOB counterparts, most IT organizations never look to implement similar technologies to support their own operations.”

We Have the Skills to Improve

10 © Telelogic AB


Strategy vs. What’s Needed

WHAT IS NEEDED STRATEGY

• Business focus

• Rapid acquisition, vetting and exploitation of knowledge

• Innovative modeling and analysis techniques

• Establish a business modeling framework and trace system requirements to the business model

• Choose clarity over elegance

• Text vs. syntax heavy, visual modeling

• Tabular and graphical analysis

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STRATEGY DEVELOPMENT & DEPLOYMENT

PORTFOLIO MANAGEMENT

Project Management

Business Driven Application Lifecycle (BDAL)

Solution

Testing

Requirements

UMLeXtre

me

Agile

MasterPlanning &Architecture

Business Model

Zachman

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StrategyDevelopment &Deployment

Project Model

Requirements

BDAL Framework

Business Model

WorkProcesses

Data Representations

Roles

Methods

Policies

DataElements

Automation Objectives

Business Change

GoalsObjectives

MeasuresStrategies

MeasuresStrategies

GoalsObjectives

Initiative Scenario

Regulations

Business Scenarios

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Application vs. Business Perspective

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Business Functions (Verticals)

BusinessFunctionCapabilities

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BF1

BF2

BF3

BF4

WORKPROCESSES

BUSINESSSCENARIOS

………………..…………………..………………

BS-1………………..…………………..………………

BS-2………………..…………………..………………

BS-3

return to schema

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Testing

Solution

Requirements

BDAL Framework (continued)

Business Model

Automation Objectives

Automation Use Cases

Automation Data Rep.

Automation Requirements

SolutionUse Cases

Solution Concept Specification

DataElements

Design

Tests Test Sets

Work ProcessData

Representations

Roles

Automation User Types

Policies

SolutionUser Types

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Agenda

• The Unmet Need

• The Solution





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Why DOORS for Business Modeling?

• Text requires less overhead than symbolic languages when documenting processes

• Schema and visualization options not limited by industry standards groups (e.g. UML)

• Better support for traceability and impact analysis

• More granular change management

• Better support for concurrent access

• You are already using DOORS to manage the requirements that must be mapped to the business model

Solution

Requirements Master

Planning &Architecture

Business Model

DOORS

The user selects the "Up" or "Down" button mounted near the elevator door(s).

The user selects the "Up" or "Down" button mounted near the elevator door(s).

Symbolic/UML

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Example: DOORS Business Analysis Capabilities

• Business Process– ranked by execution frequency– ranked by percent of initiative duration– ranked by participating role count

• Artifacts– ranked by number of times the artifact is touched– ranked by number of business functions that touch the artifact

• Process & Artifacts– time ordered grid of processes & artifacts that join business

roles

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Implementor

Example:DOORS Biz Model Drives Req. Mgmt

Work Process Use Case Requirements Design Code

Most important work processes.Most important work processes.

HighPriority!HighPriority!

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Why VISIO?

• Flexibility– Supports existing standards (e.g. UML, IDEF, Yourdon, etc.)– Supports user defined visualizations

• Ubiquitous availability (Microsoft presence)

• Inexpensive

• Easy of use minimizes training requirements

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Example: Business Analysis Capabilities

VALUE CHAIN ANALYSISVALUE CHAIN ANALYSIS

Rectangles: Information assets

Black Lines:“n” work process steps

Blue Lines:Critical performance metrics

Shaded Regions:Work process boundaries

Horizontal Swim Lanes:Business function boundaries

Vertical Grey Bars:Initiative Stage Gates

Red Lines:Most Likely Critical Path

21 © Telelogic AB


Example: Business Analysis Capabilities

ARCHITECTURAL ANALYSISARCHITECTURAL ANALYSIS

Rectangles: Information assets

Black Lines:“n” work process steps

Blue Lines:Critical performance metrics

Shaded Regions:Work process boundaries

Horizontal Swim Lanes:Business function boundaries

Vertical Grey Bars:Initiative Stage Gates

Red Lines:Most Likely Critical Path

Application BoundariesApplication Boundaries

22 © Telelogic AB


Agenda

• The Unmet Need

• The Solution





23 © Telelogic AB


DOORS / Visio Interface (DVI)

• To automate Business Driven Application Lifecycle data exchange between DOORS and Visio, a DOORS / Visio Interface (DVI) application has been written.

• The DVI is written in the DOORS Extension Language (DXL), and uses DOORS as a Microsoft automation client to control the Microsoft Visio application.

• Microsoft Component Object Model (COM) technology is then used to access Visio properties and methods.

– This technology allows the DVI to perform the necessary data access and manipulation functions to manage Visio diagrams and satisfy the DVI application requirements.

24 © Telelogic AB


DVI- Interface Concept

DOORS Links Mapped to Visio Connectors

DOORS Objects Mapped to Visio Shapes

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DVI – Object Mapping

• Each mapped DOORS object can be mapped to one or more pages in the Visio drawing, and one or more layers in each page.

• Mapped DOORS attributes are automatically represented on Visio shapes as editable Visio “Custom Properties”, so that attribute value changes can be made from either application.

• The DVI allows DOORS objects to be mapped to shapes on a Visio diagram.

• Each mapped DOORS object is associated with a Visio master shape, and each Visio master shape is associated with a set of DOORS attributes.

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• The DVI allows DOORS links to be mapped to connectors on Visio diagrams.

• If two DOORS objects are mapped, and are also connected by a link in DOORS, then the linkset from the link module that the link belongs to is presented for mapping.

DVI – Link Mapping

• If the linkset is subsequently mapped by the user, the DOORS links will be represented by Visio connectors glued to the Visio shapes that represent the linked DOORS objects.

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DVI – Visio Mapping

DOORS Objects mapped to Visio Shapes (Page/Layer(s))

DOORS Linksets mapped to Visio Connectors

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DVI – Surrogate Module

• The DVI uses one surrogate module for each DOORS project to represent mapped objects and relationships.

• For each mapped DOORS object, a surrogate object is created in the surrogate module, and a DOORS link is made from the surrogate object to the mapped object.

– This ensures mapped objects are not deleted unless they are first unmapped from the DVI application.

• Surrogate objects are also created for mapped Visio masters, DOORS attributes, and DOORS linksets.

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DVI – Drawing Management

• The DVI manages multiple Visio drawings for each DOORS project.

• Visio drawings can be stored as a file on a file system, or embedded into a DOORS object.– Embedding has the distinct advantage of allowing DOORS access

rights to be applied to the DOORS object containing the Visio drawing.

30 © Telelogic AB


DVI – Pre-Synchronization Review

• Before the synchronization of DOORS and a Visio drawing, the user is presented with a pre-synchronization review.

• This review lists all changes that are necessary to synchronize DOORS and the Visio drawing, based on changes to both applications since the last synchronization.

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DVI – Object Attribute Modification

• These macros manage “Last Modified On”(LMO) date/time stamps for the Visio custom properties representing mapped DOORS attributes.

• Mapped DOORS attributes are represented on Visio shapes as editable Visio custom properties, and attribute value changes can be made from either application.

• DOORS history functionality can be used to detect the exact time and content for any changes to attribute values.

• Visio does not have any corresponding history functionality, so Microsoft Visio Visual Basic for Applications (VBA) macros are inserted into each DVI managed Visio drawing.

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DVI – Object Attribute Synchronization

• Given this situation that attribute value changes can be made from either application for mapped DOORS attributes, it is possible that a DOORS attribute value was updated for both the DOORS mapped object and the corresponding Visio shape(s) since the last synchronization.

• Such a case is considered a conflict, and must be resolved before synchronization.

• For such cases the user is presented with both changes in the pre-synchronization review, and is allowed to choose which change should prevail.

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DVI – Conflict Resolution

• Conflicts are presented, and the user selects the prevailing change for each conflict before synchronization.

– For such cases the user is presented with both changes in the pre-synchronization review, and is allowed to choose which change should prevail.

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DVI - Feature Summary

• DOORS Object Mapping to Visio Shape/Page/Layer

• DOORS Link Mapping to Visio Connectors

• DOORS Attribute Value Synchronization

• DOORS/Visio editing and conflict resolution

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DVI – Future Forward

• Final development of the DOORS/Visio Interface (DVI) v1.0 will be completed in 2005, and the application is expected to be widely deployed at Proctor & Gamble in 2006.

• The DVI application will also be made available as a commercial offering from Galactic Solutions Group (http://galactic-solutions.com) in 2006.

– Pricing for the DVI application has not yet been determined.

• In addition, the DOORS/Visio integration technologies built to implement the DVI will be leveraged to create additional commercial products to visualize and manipulate DOORS database schema elements (Modules, Link Mappings, Links, etc.)

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DVI – DOORS Database Mapping Concept

• DOORS Modules Mapped to Visio Shapes

• DOORS Attribute DefinitionsMapped to Visio Custom Properties

• DOORS Linksets Mapped to Visio Connectors

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Agenda

• The Unmet Need

• The Solution





38 © Telelogic AB


Results: PLM Application

• Start of Project Context– First application of PLM in the target domain– No supplier or IT experience in target domain– Target domain under a new organizational model – No documented processes or data mgmt strategy

• Project Results– Business process improvements implemented before

delivering the system– Project 65% under-budget & order of magnitude reduction in

industry average defects for similarly sized applications– Stakeholders and users expressed appreciation for their

degree of involvement and for the transparency of the method

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Results: New Application Supplier Evaluation

• Start of Project Context– Two entrenched camps created by one year of prior debate– Positions: $24MM savings vs. “it won’t work”– “Advocacy” displacing “inquiry”

• Results– Two camps aligned on business process performance metrics

as the decision criteria– Quantified business impacts of software solution options– Consensus on final decision (to stay with current supplier)– New insights on strategic value of the technology

(irrespective of supplier)

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