Chapter 9. Conclusions, lessons learned and next steps 273
9.1.2 The case study development and deployment
Once the project management team in on board, the Business Analyst can start
to organize his project. The first thing is to select a team of employees directly
involved in the end-to-end process. The business integration success starts here
through a participative approach - buy-in is absolutely crucial. We also have to
ensure that the employees will accept this new “tool” and utilize it in their daily
work when it will be deployed in production.Employee education and acceptance
is also crucial.
Process Analysis
At this step the Business Analyst is responsibilities include:
򐂰 Organize meetings with process owners (or participants if the current process
crosses business unit or departmental boundaries).
򐂰 Describe the process and associated mechanisms (many business process
exist informally but must now be formally defined).
򐂰 Get data.
򐂰 Solve organizational conflicts with management help.
򐂰 Keep project on track.
Process modeling
With all the elements coming out from the process analysis, the Business Analyst
can start to model it in the workbench. The first step is to define, with the IT
Specialist, the structure of the model (process, subprocesses). As seen in the
previous chapters the data structure size can influence the way to model the
defined.
In the case study, the philosophy was to exclusively use the workbench to model
all the process aspects without modifying anything in WebSphere MQ Workflow.
The IT and Business Analyst staff had neither workflow nor modeling skills at the
commencement of the project and it was decided that having to pick-up two new
skill sets was not a sensible idea.
The business process models, once developed and deployed, are owned by the
Business Process Analyst. The solution is so close of the employee work
practices that the business people have to drive the solution evolution - not the IT
people. They will support the solution but the ultimate ownership of the
processes remains with the business.
So, the workbench model is the reference of all the changes (even if the
implementation of the process changes have to be managed outside the
workbench. WebSphere MQ Workflow, WebSphere, or any other technical area
274 Modeling and Monitoring
of such business integration solution must be transparent for the business
analyst (and the users).
For example, the following process changes driven by the Business Analyst have
to be reflected into the workbench model:
򐂰 Organization and managers changes.
򐂰 Employees movements (new hired, jobs changes and so on).
򐂰 Process rules and practices.
򐂰 Business measures.
Then, if necessary, when taking the new model to run time, any changes to the
user interface, will have to be designed and developed jointly between the
Business Analyst and the IT Specialist.
Business integration deployment
Once the model is developed, tested, and ready to be deployed to the users, the
users must now be education to use the new tools. (In addition, we suggest that
you write a user guide with screen shots to help them).
In the case study, the education has been done in one session of two hours,
grouping in one room all the employees involved in the end-to-end process. The
attendee list was in fact the organization tree reflected in the workbench model
including their managers.
The education support was the workbench model, projected on a screen, to
follow the process task by task and to explain business rules. Alternatively, the
run time screens were shown to illustrate the form and the progression of the
information all along the process.
As such, for the first time, all the involved employees have seen and understood
their value-add in the chain of tasks for the entire process.
This session has greatly improved their knowledge, not only on the process by
itself, but also on the job performed by their colleagues. Following this session
and based on the participative project management, it was possible to very easily
deploy the case study solution. Employees have immediately adopted the tool, by
the end of the first week eliminating 95% of the e-mails and all the previous
manual tracking to perform the process.
At this stage, business integration is really becoming a collaboration tool, forcing
adherence to the process, acceptance of the tool, and understanding of the
impact of each in the success of the global process operations.

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