Analyse the problem
What makes this methodology different to
informal business process is how this narrative is analysed and extended.
Again, in a workshop session, the script is
taken and one-step-at-a-time the stakeholders are asked specifically how
they plan to fulfil the obligation required of them.
What is being modelled here is their
responsibility to the business process, which they either fulfil on their
own, or in collaboration with others. By using the script the focus of the
workshop remains on describing the entire end-to-end process (rather than
focus on one areas) since it typically the “cracks” in the process where
The following illustration shows how this
information from the previous narrative is enriched into the analysis
Figure 4: Sample Analysis Model
2. External stakeholder goal
Much information is conveyed in this model:
Narrative: This ensures that the model remains focussed on the
External Stakeholder Goal: This is the goal that drives the business
This is the internal stakeholder who has the responsibility to fulfilling
goal of external stakeholder – and is ultimately accountable to them (even
though they may not fulfil all the tasks in the business process)
Internal Stakeholder: These collaborate with the Process Owner
to fulfil external stakeholder’s goal.
Responsibility: These are the sub-goals that the internal stakeholder
have agreed to take on. These are shown as arrows, and the arrow points
to the party who has the responsibility.
Interaction: Responsibilities are either fulfilled by the internal
stakeholder on their own, or in collaboration of others.
Responsibility specification: Where the input (shown in parenthesis)
and outputs (shown after the “=”) are important for the responsibility,
these are shown here. If some responsibilities are condition these are
shown in square brackets.
Flow of control: Where one party collaborates with another the flow
of control may be passed to the other party. If this is the case, then
the requesting party cannot continue any further responsibilities to the
business process, until the other party has successfully completed their
responsibility. This is shown by a full arrow.
In the case of the end-to-end narrative, the
flow of responsibly and flow of control can thus be shown to
give a joined-up process that fulfils the goal of the business process.
© 2002-2007 Codel Services Ltd
This paper has been prepared
by Codel Services Ltd to illustrate how structured business
modelling can help your organisation. Codel Services Ltd is an IT
Consultancy specialising in business modelling. If you would like further
information, please contact us at: Deryck Brailsford, Codel Services Ltd,
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