Visual Modelling for Information Management. Author: Alex Jouravlev, Consultant with Business Abstraction
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1 Visual Modelling for Information Management Author: Alex Jouravlev, Consultant with Business Abstraction Contents Introduction...1 What is Visual Modelling?... 1 Dimensions of Visual Modelling...2 Visual Modelling and Specification Writing... 3 Interactive Techniques... 4 Conceptual Thinking and Visualisation...4 The Next Step... 5 Introduction Visual Modelling was initially introduced for the needs of software development. Software developers found that they can produce more effective and flexible systems much quicker if they build their software as collections of well-defined cooperating elements working together to deliver rich system functionality. Visualisation was proven to be the only effective way to manage the complexity resulting from that approach. Because of the demand for integrated capabilities, customer-oriented focus, and increasing complexity of both Business and Public Service, the technique was extended to provide visualisation of the business context, and assist in optimising business processes as well as in providing complex IT solutions that integrate traditionally separate domains. This article will provide a generic introduction to Visual Modelling. It will be followed by another article providing a more specific view on Visual Modelling from Information Management perspective. What is Visual Modelling? Visual Modelling employs a visual notation for communication between different roles in a Business-oriented project. A good visual model combines communication ability of a PowerPoint presentation, completeness and precision of a formal specification complete with traceability tables, and clarity of a well-written essay.
2 The role of the notation is significant, it sets Visual Modelling apart from PowerPoint-type presentations. A traditional picture or a diagram should rely on general visual experience to communicate a message. A visual modeller will build on a generic meaning of a shape, set by an industry standard. For example the picture below, an example of a model in Unified Modelling Language or UML, doesn t tell much if notation is uncertain: Receive a Complaint Member of the public However, a specialist in UML Visual Modelling will tell you that an oval shape crossed by a line describes a capability of an institution, which most likely should be enabled by a business project. A stick figure on the right identifies an external party that communicates with the institution. The overall diagram means that a member of the public should be provided with an opportunity to lodge a complaint (not to receive!), yet there is no specific demand in this diagram on how that capability should be implemented. Dimensions of Visual Modelling Good visual modellers rigorously follow a very strict notation. At the same time the complexity of event a minor business-oriented project will easily defy any single paradigm, visual or not. Because of that, an effective Visual Modelling practice is based on combining several views, or dimensions. The following table captures all paradigms available to modellers. While the pictures on the right are specific to UML Business Modelling, any other visual notation contains a subset of those paradigms. Concept/Vocabulary Dimension: To communicate to an external party, or to your own IT department, you need to define a vocabulary, explain the nouns you are going to use. Modellers capture the meanings of the words more effectively by visualising their relationships with other words. For example the meaning of the word Location are different for retail and for Police. A Visual Modeller will remove that ambiguity. Capability Dimension: Any business-oriented project delivers some business capability. It would usually achieve so by delivering an application with the relevant functionality. In both cases, an Analyst should specify what the solution should do, without venturing into design, to ensure full fulfilment of customer needs and most effective use of resources and technology. Location Item Showroom Storeroom Request Action User «extend» Service Staff View Information Receive Request
3 Process Dimension: Any implemented solution is a process, a sequence of steps undertaken by staff to achieve certain outcome. Also, a lot of requirements and regulatory information is specified in terms of processes. Many people think processes, and many software systems can be programmed by defining a process. This Dimension uses notation similar to the traditional Process Mapping, however allows for tight interconnection with other parts of the model. Lifecycle Dimension: Some of the concepts evolve with time as a result of internal or external actions. For example, a Licence can be requested, declined, approved or suspended. A modeller would capture this evolution and use it as a valuable input to understand processes and capabilities, and to pass information to software developers. Collaboration Dimension: The complexity of today s environments is in cooperation of multiple parties. Understanding collaboration is often hard, and can be confusing. The even more complex task is to design collaboration, to identify responsibilities of each party, and its places in the overall process Visual Modellers assist that by visualising parties and their exchange of requests and information. Initial Requested Approv ed Member of the public Receive Public Enquiry() (from Group Business Capability) ActivityInitial Record Requirements Design the system ActivityFinal «Business Unit» Contractor Call Centre Declined Suspended «Business Unit» Stormwater Co-ordinator Receive non-contract Stormwater enquiry from Contractor() Visual Modelling and Specification Writing We all know that writing is a good way to achieve clarity, to sort out a problem. In theory, writing a good document will provide an author with absolute understanding of the situation, and will communicate the problem or solution to the reader clearly, precisely, in form of a comfortable, entertaining reading. In reality, not all valuable experts can write like that, and nobody has time to refine every document to that level of quality. Visual Modelling provides an alternative to writing that provides superior clarity with much less effort. Even more, the process can be facilitated by a professional. Superior productivity which visual modelling makes this possible. You would not employ a talented professional writer to produce a 200-pages document with your Subject Matter Expert (SME), the process will take a couple of months and the cost will be hugely prohibitive. Similar volume of information will be captured visually in several days. A Visual Modelling facilitator can employ interactive techniques to enable quick capture of information and to facilitate effective and innovative discussion.
4 Interactive Techniques The symbiosis between Visual Modelling and the interactive techniques enabled by Visual Modelling is very significant. It would be a mistake to consider one without another. Visual Modelling can be intimidating at the beginning. It takes significant effort to learn to produce readable, presentable visual models. They are not easy to read for a Visual Modelling novice either. All this difficulty is eliminated when modelling is done on Modelling Workshops, and the outcome is presented to the relevant audience. A facilitator can present a model to a group of people without prior modelling experience, and achieve full understanding. While Visual Modelling requires interactive techniques to be effectively deployed in an enterprise, interactive techniques are equally dependent on Visual Modelling notation and software. One cannot run a Requirements Modelling workshop with a plain text document. A suggestion to project a 100-page document on a screen and discuss over a 2-hour workshop will be unrealistic at least. Similar amount of specifications can be captured in roughly 20 diagrams, that can be easily presented, discuss, corrected and agreed upon over a workshop. Interactive techniques rely on redundancy built into the notation, and a methodology that takes advantage of it. It is proven unrealistic to expect full-time participation from SMEs and especially Business Stakeholders. Not only is this category of people known to have very busy schedules. The productivity of a workshop usually declines after 2 hours of work. As a result, a Workshop Facilitator will need to capture modelling information that is available, and then rely on redundancy built-in into a methodology to produce a presentable model offline. This ability to develop solution through a series of modelling workshops represents a significant technological leap compared to the more traditional Process Mapping technique that is limited to recording Business Processes as they are, or as already designed. Conceptual Thinking and Visualisation Consider the following example. There is a concept of complaint. There can be a letter of complaint, sometimes a complaint can be lodged via the phone, or by filling a Web form. A complaint can be stored in a Record Management System as an image with some metadata, or as a record in an Enterprise Database, or in some other form. Traditionally, any detailed description supposed to be based on a specific process, database or a specific software system. However, a significant level of detail can be achieved on a purely conceptual level. Every Complaint is submitted by a Complainant, a Person with Name and Contact Details. A Complaint is directed against a specific episode, or a continuous practice. A Complaint can be directed against a specific Person or an Institution when a person cannot be identified. Actions can be taken in relation to a Complaint. It can be eventually closed. There is usually a requirement that a Case Officer is assigned to a Complaint while it is opened.
5 Complaint should be a part of a profile of every person mentioned in it, as well as a Complainant s. We may also learn that a single record, like a letter or a telephone conversation, can contain more then one Complaint that should be managed separately. The analysis of this one concept can go on to discover significant number of details that are universal across any possible process improvement or software implementation. Conceptual thinking is becoming increasingly important due to the use of third-party packages, and to a greater degree to the introduction of Service Oriented Architecture. Just as an example, practically all articles on SOA in the CIO Magazine cite moving to conceptual thinking by Business Experts and IT Architects alike as the most critical challenge to be faced by an SOA implementation effort. Visual Modelling makes conceptual thinking possible by visualising concepts, and by enabling facilitation. Visualisation makes it easier to understand and define concepts. Interactive techniques enabled by Visual Modelling delegate the difficulty of conceptual thinking to a facilitator. The Next Step Visual Modelling is a powerful technique, and one of the industry best practices. It drives complex solution development projects, enables communication between Business and developers, and domesticates Service-Oriented Architecture. It may be the right thing for Information Management as well. The next article will provide an answer to this question. Alex Jouravlev, Consultant with Business Abstraction
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