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Business Systems Analysis with UML Modelling the Zeitgeist Club Owen Johnson Information Systems Programme Manager Leeds University, School of Computing owenj@comp.leeds.ac.uk OO Analysis and Design Objectives By the end of session you will be able to:

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business systems analysis with uml modelling the zeitgeist club

Business Systems Analysis with UML Modelling the Zeitgeist Club

Owen Johnson

Information Systems Programme Manager

Leeds University, School of Computing

owenj@comp.leeds.ac.uk

objectives

OO Analysis and Design

Objectives

By the end of session you will be able to:

  • Understand some of the guiding principles behind business systems analysis
  • Appreciate the value of modelling
  • Identify a range of modelling tools and techniques
  • Describe how these modelling tools and techniques can be combined to conduct business systems analysis.
  • Develop information systems requirements for the Zeitgeist Club
modelling and systems design

2. Process Re-Design

Radical rethink or best practice

Logical

Model

1. Analysis

Study and understand the current solution to develop a “logical” model

3. Technical Design

Generate “candidate” design solutions

New

Logical

Model

Candidate

Design

Solution 3

Real-world problem domain

Candidate

Design

Solution 2

Candidate

Design

Solution 2

Candidate

Design

Solution 1

4. Choose

A business benefits vs. cost/ risk trade-off

5. Create Prototype

Evaluate against real-world

Modelling and Systems Design
outline
Outline
  • Some Theory and Principles
  • Modelling Zeitgeist
  • Conclusions
general systems theory
General Systems Theory
  • Systems have Inputs, perform Processes and produce Outputs. They include some element of Control which uses Feedback.
  • Anything with these elements can be regarded as a system.
  • Systems can be very simple (e.g. a thermostat controlling heating) or highly complex (e.g. human systems of government).

Some key features of General Systems Theory:

1. The components of a system work together towards a collective goal

2. Systems do not operate in complete isolation

They are contained within an environment

The scope of the system is defined by its boundary

The boundary marks the interface between a system and its environment

3. Systems can be complex and made up of sub-systems

4. Systems have emergent properties – more than the sum of their parts

5. Subsystems can be treated as systems

Their environment includes the other sub-systems that they interface with

Sub-systems have emergent properties

sub systems and emergence

Example – a complex system

Life,

decision making,

interaction

Human

Body

Mind

Sub-Systems and Emergence

Emergent

Properties of A

System A

Sub-system

A1

Sub-system

A2

System A is more than the sum of Subsystems A1 and A2

Key

is a part of

sub systems and emergence8

Emergent

Properties of A

System A

Emergent

Properties of A2

Sub-system

A1

Sub-system

A2

Emergent

Properties of A2b

Sub-system

A2a

Sub-system

A2b

Sub-Systems and Emergence

Key

is a part of

sub systems and emergence9
Sub-Systems and Emergence

Growth

Sophisticated customer base

Information sensitive

Entertainment:

Industry

Loyal customers

Falling attendance

Warring department managers

Competitor:

Venue

Zeitgeist:

Venue

Security

Performance

Usability

Catering: Department

Zeitgeist IS:

Information System

Key

is a part of

modelling perspectives

HIGH-LEVEL view

LOW-LEVEL view

INSIDE view

OUTSIDE view

REQUIREMENTS view

DYNAMIC view

LOGICAL view

PHYSICAL view

Modelling Perspectives

The System

to be

Studied

z club business context

HIGH-LEVEL…

OUTSIDE…

REQUIREMENTS view

Z-ClubBusiness Context

Key

Actor – independent, autonomous, a person, organisation or other system that is

outside the system boundary but that interacts with it.

z club business use case

HIGH-LEVEL…

OUTSIDE…

REQUIREMENTS view

Z-ClubBusiness Use Case

Key

Actor

Use Case – a “case of using” the system. A class of (set of) interactions between actor and the system that results in a positive outcome (measurable value) when complete. Typically represents a business process or system requirement.

z club business process

DYNAMIC view

HIGH-LEVEL…

Z-ClubBusiness Process

Key

An activity. An action, or set of actions that are performed as part of a process. It may represent a process in it’s own right.

Transition. A line to indicate the next activity in the sequence.

z club business process swimlanes

DYNAMIC view

HIGH-LEVEL…

INSIDE view

OUTSIDE view

Z-ClubBusiness Process (Swimlanes)

Key

An activity.

Transition.

Swimlane. A boundary between two areas responsible for different activities.

z club business object model

HIGH-LEVEL…

INSIDE…

LOGICAL view

Z-ClubBusiness Object Model

Key

A business worker. A role performed by people within the business

A business entity. An important object that plays a key role in understanding and modelling the business.

z club business service use cases

OUTSIDE,

REQUIREMENTS view

Z-ClubBusiness Service Use Cases

Key

Actor

Use Case – a “case of using” the system. Each use case must independently have value to the actor.

z club service delivery process

INSIDE …

DYNAMIC view

Z-ClubService Delivery Process

Key

An activity.

Transition.

Swimlane.

z club radical process redesign

DYNAMIC view

Z-ClubRadical Process Redesign

Example: Problem 5. Customers must book and pay in person at reception. This entails a visit to the venue which is in a seedy part of town renown for car crime and poor parking.

Q. How can technology change the entire process?

Key

An activity.

Transition.

Swimlane.

z club best practice process redesign

REQUIREMENTS view

Z-ClubBest Practice Process Redesign

1. There is little information on what events are taking place or when.

Process: (Customer) Learn about Events

Best Practice: Self-service information via Web

Best Practice: Send targeted information based on customer profile

2. The receptionists are surly and unhelpful.

Process: (Customer) <<Get Information>>

Best Practice: Self-service information via Web

8. Tickets do not specify a seat number; therefore customers scramble to gain the best seats.

Process: (Customer) Make a booking

Best Practice: Booking by seat number

12. Popular drinks often sell out early on.

Process: (Customer) Buy drinks

Best Practice: Stock management based on demand forecasting

z club system concept class model

INSIDE…

LOGICAL view

Z-ClubSystem Concept Class Model

Key

A class of objects.

The class diagram represents the “model” that the system maintains to store what it needs to know about the real-world problem domain.

A relationship between objects of different classes, e.g. one (1) to many (*)

A part of

A type of (a class can inherit some properties from another class, e.g. a disco is a type of event. All events have date, time, duration, room etc.)

z club system use case diagram

REQUIREMENTS view

Z-ClubSystem Use Case Diagram

Key

Actor

Use Case – a “case of using” the system a system requirement.

z club use case realisations

DYNAMIC view

Z-ClubUse Case Realisations

LOW-LEVEL …

INSIDE …

Key

Boundary Object – controls the user interface

Control Object – controls the logic of the use case

A message sent between objects in the system

z club software components
Z-ClubSoftware Components

HIGH-LEVEL …

INSIDE …

PHYSICAL view

Key

Software Component

Package

Dependency

the nine uml diagrams

Requirements Views

Use Case

Deployment

Class

Logical Views

Physical Views

Composite

Object

Communication

Activity

State

Sequence

Dynamic Views

The Nine UML Diagrams

UML was developed as a set of complementary diagrams to support multiple views

Now a de facto standard in software engineering. The current standard is UML 2.0.

modelling levels choosing levels of abstraction
Modelling LevelsChoosing Levels of Abstraction

Once you have the big picture you can then zoom in to examine the detail.

visual modelling levels
Visual Modelling Levels
  • INSIDE View
  • Business
  • Business Objects – workers/ objects
  • Business Activity Diagrams
  • System
  • Concept Class Diagram
  • Activity diagram for a use case
  • Sub Systems
  • Design Level Class diagrams
  • Sequence diagrams for a use case realisation
  • State diagrams for a Class
  • OUTSIDE View
  • Business
    • Business Context
    • Business Use Case diagram
  • System
    • System Context Use Case diagram
    • System Use Case diagram
  • Sub-Systems
    • More use cases

+ physical design – software components and packages

current research modelling variety and best practice

Best Practice:

Citizen Portal

Access Information and Services

Citizen

Uses

Get Help with Pupil Admission

Access Other Information and Services

Generalisation

Specialisation

Best Practice:

Local Authority managed application

Make an Application

Get Information on School

Other Processes

Subactivities

Best Practice:

School Web site

Get Information from Local Authority

Get Information from School

Make Application direct to School

Make Application to

Local Authority

Current Research Modelling Variety and Best Practice

MIT Process Compass

VBP Modelling

objectives30

OO Analysis and Design

Objectives

By the end of session you will be able to:

  • Understand some of the guiding principles behind business systems analysis
  • Appreciate the value of modelling
  • Identify a range of modelling tools and techniques
  • Describe how these modelling tools and techniques can be combined to conduct business systems analysis.
  • Develop information systems requirements for the Zeitgeist Club
what next

OO Analysis and Design

What next?

Online

  • School of Computing, Software Engineering www.comp.leeds.ac.uk/se20
  • The Object Management Group (OMG's) www.uml.org
  • UML Style guidelines from Scott Ambler www.agilemodeling.com/style

Reading

  • Ambler S, Agile Modeling, Wiley, 2002
  • Ambler S, The Elements of UML 2.0 Style, Cambridge University Press, 2005
  • Bennett S, Skelton J & Lunn K, Schaum's Outline of UML (2nd edition), McGraw-Hill, 2005

References

  • King S.F. and Johnson O.A. VBP: An Approach to Modelling Process Variety and Best Practice, Information and Software Technology, forthcoming.
  • Malone, T.W, Crowston, K, Lee, J, Pentland, B, Dellarocas, C, Wyner, G, Quimby, J, Osborn, C.S, Bernstein, A, Herman, G & Klein, M (1999). ‘Tools for inventing organizations: toward a handbook of organizational processes’. Management Science, 45(3), 425-443.
business systems analysis with uml modelling the zeitgeist club32

Business Systems Analysis with UML Modelling the Zeitgeist Club

Owen Johnson

Information Systems Programme Manager

Leeds University, School of Computing

owenj@comp.leeds.ac.uk