Analyse the Problem
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Determine the Scope
Determine Stakeholders
Describe the Problem
Analyse the Problem
Present the Findings
Define the Procedures

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 problems occur.

The following illustration shows how this information from the previous narrative is enriched into the analysis model.

Figure 4: Sample Analysis Model

2. Process Owner

5. Interaction

4. Responsibility

6. Responsibility Specification

7. Flow of Control

3. Internal Stakeholder

2. External stakeholder goal

1. Narrative

Much information is conveyed in this model:

  1. Narrative: This ensures that the model remains focussed on the stakeholder needs.

  2. External Stakeholder Goal: This is the goal that drives the business process

  3. Process Owner[1]: 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)

  4. Internal Stakeholder: These collaborate with the Process Owner to fulfil external stakeholder’s goal.

  5. 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.

  6. Interaction:  Responsibilities are either fulfilled by the internal stakeholder on their own, or in collaboration of others.

  7. 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.

  8. 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.

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[1] The “title” of process owner is business process specific (i.e. related to that particular external stakeholder goal) and not general. A party who is a process owner for one process, may be a “normal” internal stakeholder in another.

© 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, Dale Hill Cottage, Kirby-Le-Soken, Essex CO13 0EN,United Kingdom. Telephone: +44 (0)1255 862354/Mobile: + 44 (0)7710 435227/e-mail: