introduction to eidx business model development process · 2016. 5. 3. · scenarios are a...

Promotion and EducationPromotion and Education

Introduction toEIDX Business Model Development Process

Presented by EIDX Education and Promotions

Subcommittee

2© 2003 Computing Technology Industry Association, All rights reserved


Background/ReferenceBackground/ReferenceBackground/ReferenceBackground/ReferenceClasses:

“The Business in eBusiness – An Introduction”Other “Business Process” Curriculum Classeshttp://www.eidx.org/publications/eidxClasses.html

EIDX Clickable Business Models:Methodology and Legendhttp://www.eidx.org/publications/business_models/legend.htmlTour of Clickable Business Modelshttp://www.eidx.org/publications/business_models/legend.html#Tour

EIDX Procedureshttp://www.eidx.org/publications/eidxProc.html



AgendaAgendaAgendaAgendaPurpose of ClassTerminologyObject-Oriented Approach to Business ModelingSteps in EIDX Business Model Development ProcessAdditional Suggestions and Resources



Business Model Development Class PurposeBusiness Model Development Class PurposeBusiness Model Development Class PurposeBusiness Model Development Class Purpose

Focus on EIDX approach to developing business models

Facilitate implementation of common business processes Core set of business content standards and technologies

Not a class on modeling tools and techniquesNo UML, Workflow, etc. details (separate classes may be developed for these)



Subcommittee and Task Force RelationshipsSubcommittee and Task Force RelationshipsSubcommittee and Task Force RelationshipsSubcommittee and Task Force RelationshipsEducation and Promotions SubcommitteeEducation and Promotions SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards SubcommitteeGuidelines and Standards Subcommittee

Technology SubcommitteeTechnology SubcommitteeTechnology SubcommitteeTechnology SubcommitteeTechnology SubcommitteeTechnology SubcommitteeTechnology SubcommitteeTechnology SubcommitteeBusiness Processes SubcommitteeBusiness Processes SubcommitteeBusiness Processes SubcommitteeBusiness Processes SubcommitteeBusiness Processes SubcommitteeBusiness Processes SubcommitteeBusiness Processes SubcommitteeBusiness Processes Subcommittee

Develop implementation guidelines for use of enabling technologiDevelop implementation guidelines for use of enabling technologiDevelop implementation guidelines for use of enabling technologiDevelop implementation guidelines for use of enabling technologies/tools in es/tools in es/tools in es/tools in support of the business processes. support of the business processes. support of the business processes. support of the business processes.

Develop educational material; promote eDevelop educational material; promote eDevelop educational material; promote eDevelop educational material; promote e----business; publish metrics, disseminate best practicesbusiness; publish metrics, disseminate best practicesbusiness; publish metrics, disseminate best practicesbusiness; publish metrics, disseminate best practices

Evaluate technologies and tools that enable the business Evaluate technologies and tools that enable the business Evaluate technologies and tools that enable the business Evaluate technologies and tools that enable the business processes; develop media selection matrices.processes; develop media selection matrices.processes; develop media selection matrices.processes; develop media selection matrices.

Develop/model/document Develop/model/document Develop/model/document Develop/model/document business business business business

processes/scenarios/rules.processes/scenarios/rules.processes/scenarios/rules.processes/scenarios/rules.

Distributor Task ForceDistributor Task ForceDistributor Task ForceDistributor Task ForceDistributor Process Distributor Process Distributor Process Distributor Process

FocusFocusFocusFocus

Finance GroupFinance GroupFinance GroupFinance GroupEvaluate potential ROI Evaluate potential ROI Evaluate potential ROI Evaluate potential ROI for business modelsfor business modelsfor business modelsfor business models

Reseller Task GroupReseller Task GroupReseller Task GroupReseller Task Group



What is a Business Model?What is a Business Model?What is a Business Model?What is a Business Model?A pictorial view of a business process at a high level.

Should clearly identify the parties involved and how events flow.

Ideal end goal: A user can look at the business model and supporting documentation and know what they need to do to implement the chosen business process

We will get to see examples later in the class.We will get to see examples later in the class.We will get to see examples later in the class.We will get to see examples later in the class.



““““Business Process” Business Process” Business Process” Business Process” –––– Multiple Usages for TermMultiple Usages for TermMultiple Usages for TermMultiple Usages for Term

Definition: A set of logically related tasks performed to achieve a defined business outcome

Observation: Data level or Business Process Issue?

Macro business process Application Requirements Data Requirements“Implementable” = Public Business Process ChunksStandards change back-end hooks changes “implementable chunks”



Component Models and ScenariosComponent Models and ScenariosComponent Models and ScenariosComponent Models and ScenariosScenarioScenarioScenarioScenario: Description or outline of expected, possible or hypothetical events or action.

Component ModelComponent ModelComponent ModelComponent Model: Like an implementable “chunk” – represents how companies tend to partition implementations.Really represents a re-usuable set of business process stepsCorresponds roughly to RosettaNet PIP™ or OAGI BOD ™.



Component Models and ScenariosComponent Models and ScenariosComponent Models and ScenariosComponent Models and ScenariosExample: Most partners implement forecast-based replenishment in two steps: Order Model 1Order Model 1Order Model 1Order Model 1(Standalone Purchase Order) and Forecast/Planning Forecast/Planning Forecast/Planning Forecast/Planning Model 1Model 1Model 1Model 1 (Planning Forecast). These two component business models are combined into the common scenarioscenarioscenarioscenario EIDX calls Replenishment Model 1Replenishment Model 1Replenishment Model 1Replenishment Model 1.

SubSubSubSub----processes modelsprocesses modelsprocesses modelsprocesses models in some component models are steps that repeat iteratively

Like RosettaNet “one-way” PIPExample: Re-Acknowledgment in Order Processes


ObjectObjectObjectObject----Oriented Approach to Oriented Approach to Oriented Approach to Oriented Approach to Business ModelingBusiness ModelingBusiness ModelingBusiness Modeling

EIDX Business Model Development Process



CatchCatchCatchCatch----All ModelAll ModelAll ModelAll Model

BUYER SELLER

Request for QuoteQuotation

Contract AwardBlanket Order

Acknowledgment (Blanket)Seller Initiated Change (Optional)

Change Order (Blanket) (Optional)Change Order Acknowledgment

ForecastDiscrete Release

(Optional)Ship Notice (Optional)

Receipt Advice (Optional)Report Usage (Optional)

Invoice (Optional)Payment

We have a tendency to We have a tendency to We have a tendency to We have a tendency to try and capture try and capture try and capture try and capture everything in a single everything in a single everything in a single everything in a single model; the model has model; the model has model; the model has model; the model has a lot of optional steps a lot of optional steps a lot of optional steps a lot of optional steps if it is trying to if it is trying to if it is trying to if it is trying to represent all the represent all the represent all the represent all the different ways different ways different ways different ways something can be something can be something can be something can be done.done.done.done.



One EndOne EndOne EndOne End----totototo----End Model per Scenario ...End Model per Scenario ...End Model per Scenario ...End Model per Scenario ...

Scenario 12

Scenario 11

Scenario 10

Scenario 9

Scenario 8

Scenario 6

Scenario 5

Scenario 4

Scenario 3

Scenario 2

13

Scenario 1

BUYER SELLER



Acknowledgment (Blanket)Seller Initiatiated Change (Optional)



Ship Notice (Optional)Receipt Advice (Optional)

InvoicePayment

12

Scenario 7

BUYER SELLER



Acknowledgment (Blanket)Seller Initiatiated Change (Optional)



Ship NoticeReceipt Advice (Optional)

Payment

Modular Approach

There are hundreds There are hundreds There are hundreds There are hundreds of possible of possible of possible of possible scenarios when you scenarios when you scenarios when you scenarios when you combine quote combine quote combine quote combine quote scenarios with order scenarios with order scenarios with order scenarios with order scenarios with scenarios with scenarios with scenarios with forecast scenarios forecast scenarios forecast scenarios forecast scenarios with ...with ...with ...with ...



Modular ApproachModular ApproachModular ApproachModular Approach

PrePrePrePre----Order Model (Quote and Contract Process)Order Model (Quote and Contract Process)Order Model (Quote and Contract Process)Order Model (Quote and Contract Process)

Order Model

Forecast Model

Inventory Management Model

(Consignment)

Shipment Model

Financial Model

Sales Model (non-Consignment)

Build basic Build basic Build basic Build basic models that models that models that models that fit 80%+ of fit 80%+ of fit 80%+ of fit 80%+ of the the the the electronics electronics electronics electronics industry industry industry industry needsneedsneedsneeds

Individual Individual Individual Individual companies companies companies companies can mix and can mix and can mix and can mix and match match match match models in models in models in models in order to order to order to order to fulfill their fulfill their fulfill their fulfill their business business business business needs.needs.needs.needs.



ScenarioScenarioScenarioScenarioDefinition: Description or outline of expected, possible or hypothetical events or actions

Business Processes are a collection of activities (process steps)

Scenarios are a collection of component business processes

Ord2 1. Create BPO Ord2 1. Create BPO Ord2 1. Create BPO Ord2 1. Create BPO –––– 2. Send BPO 2. Send BPO 2. Send BPO 2. Send BPO –––– 3. Process BPO 3. Process BPO 3. Process BPO 3. Process BPO –––– 4. Create 4. Create 4. Create 4. Create AckAckAckAck –––– 5. Send 5. Send 5. Send 5. Send AckAckAckAck

Ord2 1. Create BPO Ord2 1. Create BPO Ord2 1. Create BPO Ord2 1. Create BPO –––– 2. Send 2. Send 2. Send 2. Send –––– 3. Process BPO 3. Process BPO 3. Process BPO 3. Process BPO –––– 4. Create 4. Create 4. Create 4. Create AckAckAckAck –––– 5. Send5. Send5. Send5. Send

FC2 1. Process MRP FC2 1. Process MRP FC2 1. Process MRP FC2 1. Process MRP –––– 2. Net 2. Net 2. Net 2. Net RqmtsRqmtsRqmtsRqmts ---- 3. Check BPO 3. Check BPO 3. Check BPO 3. Check BPO –––– 4. Create 4. Create 4. Create 4. Create FcstFcstFcstFcst –––– 5. Send5. Send5. Send5. Send

Ord3a 1. Create Release Ord3a 1. Create Release Ord3a 1. Create Release Ord3a 1. Create Release –––– 2. Send Release 2. Send Release 2. Send Release 2. Send Release –––– 3. Process 3. Process 3. Process 3. Process RlseRlseRlseRlse

Replenishment Scenario 2Replenishment Scenario 2Replenishment Scenario 2Replenishment Scenario 2====++++++++



ABC Company’s RequirementsABC Company’s RequirementsABC Company’s RequirementsABC Company’s RequirementsI want to establish a pricing contract and blanket orderI want to send my MRP to my suppliersVerify pricing and inventory, lead time, prior to orderingI want to send releases for firm requirements in the forecast file (not in separate releases)

Inventory is on consignment, transfer of ownership is when inventory is sold or consumed, no details about end-customers are requiredI want to be invoiced without paper

EIDX’s object-oriented approach allows partners to build the total business process as follows...

FC 7 Distributor Forecasting

Example 2: Possible LinkagesExample 2: Possible LinkagesExample 2: Possible LinkagesExample 2: Possible Linkages

ORD 2 Blanket PO - Discrete

Releases

ORD 1 Traditional Stand-Alone PO

ORD 3 Blanket PO - Forecast

Releases

ORD 4 Consumption-based

SMI

ORD 5 CM - PC Buys Components

FC 1 Planning Forecast

FC 2 Classic Material Release

FC 3 Embedded Release

FC 4 Forecast-based SMI

FC 5 CM - PC Buys Components

Domestic or International Ship Model

FC 6 CM Buys Components

FC 8 SMI - 3rd Party

Warehouse

Financial Model

QT 1 Traditional RFQ Process

QT 2 Blanket/Contract

RFQ ProcessQT 3 CM RFQ Process

QT 5 OEM/Sales Rep RFQ Process

QT 4 Dist. RFQ Process

RTF 1 Response to Forecast

Sales Model - Non-Consignment Inventory Management Model -Consignment

FC 7 Distributor Forecasting

ABC Company’s ScenarioABC Company’s ScenarioABC Company’s ScenarioABC Company’s Scenario

ORD 2 Blanket PO - Discrete

Releases

ORD 1 Traditional Stand-Alone PO

ORD 3 Blanket PO - Forecast

Releases

ORD 4 Consumption-based

SMI

ORD 5 CM - PC Buys Components

FC 1 Planning Forecast

FC 2 Classic Material Release

FC 4 Forecast-based SMI

FC 5 CM - PC Buys Components

Domestic Ship Model - Seller = Shipper; Buyer = Consignee

FC 6 CM Buys Components

FC 8 SMI - 3rd Party

Warehouse

Fin 5 - ERS (Invoice-less)

QT 1 Traditional RFQ Process

QT 2 Blanket/Contract

RFQ ProcessQT 3 CM RFQ Process

QT 5 OEM/Sales Rep RFQ Process

QT 4 Dist. RFQ Process

RTF 1 Response to Forecast

Sales Model - Non-Consignment INV 4 “Retail” Sell or Consume

FC 3 Embedded Release

EIDX develops scenarios that represent best practices and works with

standards bodies to ensure that

common, agreed upon scenarios are

supported.

Is this a “one off” or is this a scenario that is going to

become common?


Steps in EIDX Business Model Steps in EIDX Business Model Steps in EIDX Business Model Steps in EIDX Business Model Development ProcessDevelopment ProcessDevelopment ProcessDevelopment Process




12 Steps to Developing a Business Model12 Steps to Developing a Business Model12 Steps to Developing a Business Model12 Steps to Developing a Business Model

Step 1 – Project Definition and ScopeStep 2 – Define Terms and AssumptionsStep 3 - Build Understanding of the Business ProcessStep 4 – Build / Assemble ModelsStep 5 – Data RequirementsStep 6 – Technology Recommendations

Step 7– Supporting DocumentationStep 8 – Final Preparation of DocumentationStep 9 - ReviewStep 10 – BallotStep 11 – Ballot ReviewStep 12 – Publish



EIDX Development ProcessEIDX Development ProcessEIDX Development ProcessEIDX Development Process

•This is where the process begins for all EIDX projects.

•Core team reviews proposals, results of subcommittee evaluations, determines if balloting is needed for new/changed deliverables, etc.

Self Study: Process model is on EIDX web site Self Study: Process model is on EIDX web site Self Study: Process model is on EIDX web site Self Study: Process model is on EIDX web site ---- EIDX Process FlowEIDX Process FlowEIDX Process FlowEIDX Process Flow ****

* http://* http://* http://* http://www.eidx.org/publications/procedures/EIDX_process.htmlwww.eidx.org/publications/procedures/EIDX_process.htmlwww.eidx.org/publications/procedures/EIDX_process.htmlwww.eidx.org/publications/procedures/EIDX_process.html



Business Process Subcommittee ProcessBusiness Process Subcommittee ProcessBusiness Process Subcommittee ProcessBusiness Process Subcommittee Process

•BPS determines if they need a new or changed deliverable (model, scenario, supporting info), and if new/changed deliverable needed, whether it needs to go through full development process or fast-track.

•BPS also determines whether models fit within EIDX Business Process Framework or if framework needs to be revised.

Self Study: Process model is on EIDX web site - BPS Process Flow *

* * * * http://www.eidx.org/publications/procedures/bps_process.html#Grahttp://www.eidx.org/publications/procedures/bps_process.html#Grahttp://www.eidx.org/publications/procedures/bps_process.html#Grahttp://www.eidx.org/publications/procedures/bps_process.html#Graphicphicphicphic



Business Process FrameworkBusiness Process FrameworkBusiness Process FrameworkBusiness Process Framework

•BPS also determines whether models fit within EIDX Business Process Framework or if framework needs to be revised.

Self Study: Self Study: Self Study: Self Study: EIDX Clickable Business Models index EIDX Clickable Business Models index EIDX Clickable Business Models index EIDX Clickable Business Models index ****

* http://* http://* http://* http://www.eidx.orgwww.eidx.orgwww.eidx.orgwww.eidx.org/publications//publications//publications//publications/



Business Process Subcommittee ProcessBusiness Process Subcommittee ProcessBusiness Process Subcommittee ProcessBusiness Process Subcommittee Process

•This is the detailed BPS process when a new business model is being developed.

•This process is followed if the result of the process on the previous slide is that new models are needed•Many of the same principles apply when doing a major revision to existing model or adaptionof another organization’s models

Self Study: Process model is on EIDX web site Self Study: Process model is on EIDX web site Self Study: Process model is on EIDX web site Self Study: Process model is on EIDX web site ---- Bus. Model Development Process Bus. Model Development Process Bus. Model Development Process Bus. Model Development Process ****

* * * * http://www.eidx.org/publications/procedures/busmodel_process.htmhttp://www.eidx.org/publications/procedures/busmodel_process.htmhttp://www.eidx.org/publications/procedures/busmodel_process.htmhttp://www.eidx.org/publications/procedures/busmodel_process.htmllll



Step 1 Step 1 Step 1 Step 1 –––– Project Definition and ScopeProject Definition and ScopeProject Definition and ScopeProject Definition and ScopeIdentify project leader(s) and team members

Project leader(s) accountable for progress of project

Create description of of business model development project

States purpose; used for conference session descriptionsHelps keep things on track.

May be refined later

Examples:“This project will make recommendations for Forecasting, Release and Supplier-Managed Inventory processes by determining business needs and developing model(s) for responding to forecasts.”“This project models the flow of activities and information used is some common business processes related to quoting.”



Step 1 Step 1 Step 1 Step 1 ---- Project Definition and ScopeProject Definition and ScopeProject Definition and ScopeProject Definition and ScopeIdentify deliverables

All possible models? Only certain functions? A single scenario?2-party only? 2-party and multi-party?Complete set of deliverables or subset?

Identify opportunities to leverageKnown models – if they exist. Previous EIDX work; work of affiliated organizations

Identify related projects, assumptions and constraintsProject assumptions and constraints – not business process assumptions and constraints (that comes in next step)



Step 1 Step 1 Step 1 Step 1 ---- Project Definition and ScopeProject Definition and ScopeProject Definition and ScopeProject Definition and ScopeStart Issues Log

Time saver; documents issues already discussed.Re-address issue if it makes sense

Note:Out of Scope itemsIssues referred to other projectsTechnology issues that need to be addressedChanges that may be needed to existing transaction/message guidelines

Keep reminding participants of scope.



Step 1 Step 1 Step 1 Step 1 ---- Project Definition and ScopeProject Definition and ScopeProject Definition and ScopeProject Definition and ScopeTransmission Tracking and Error handling probably does not need to be in scope

Process is basically the same for most business process stepsEIDX has a “generic” business model describing what happens in most request-response exchangesOnly need to describe anything that’s different for the process being modeled



Step 2 Step 2 Step 2 Step 2 ---- Define Terms and AssumptionsDefine Terms and AssumptionsDefine Terms and AssumptionsDefine Terms and Assumptions

Speak the same Language. Refines the Scope: What it Is and What it is Not

Example: Order. When some people say "order" they mean a discrete order. "Order" is also used when the person really means "release.”

Consignment. Word, words, words: Consignment, Supplier-Owned Inventory, Customer-Owned Inventory, Remote Warehouse, (Supplier) In-House Stores, Line Side Stocking, Bonding, Buffer/Safety Stock, Allocation

Example: Forecast. Does it mean net requirements? Gross requirements? Does it mean only what's firm or does it include backlog?

Self Study: Please review the other examples on your own.



Types of Purchase OrdersTypes of Purchase OrdersTypes of Purchase OrdersTypes of Purchase OrdersAn order is either a discrete PO or a blanket PO. Confusion

arises because there are many types of orders and many terms being used in different ways by different people:

1. Bill-only PO2. Blanket PO3. Build-to-Order (BTO)4. Catalog Order5. Configure-to-Order

(CTO)6. Confirming Order7. Consignment Order8. Contract Order9. Customer Order10. Direct Procurement

PO11. Drop-Ship Order

12. Evergreen Order13. Government Order14. Internal Order15. Intra-company Order16. Job Order17. New customer or

infrequent customer (not an established account)

18. Sales Order19. Service Order/Order for

Services20. Standard PO21. Standard Configuration

Order

22. Standalone PO23. Standing Purchase

Order24. Spot-buy PO25. Repair Order26. Replacement Order27. Requisition PO28. Subcontract Order29. Trade Order30. Warranty Order31. Work Order32. Replenishment

Order

You may need to do some analysis and

brainstorming. See next slide …



Purchase Orders Purchase Orders Purchase Orders Purchase Orders –––– Where we are so farWhere we are so farWhere we are so farWhere we are so far

1. Catalog Order2. Confirming Order3. Contract Order4. Direct Procurement PO5. Drop-Ship Order –

routinely used ship-to address

6. Standard Configuration Order

7. Spot-buy PO (but not all spot-buy Pos)

1. Bill-only PO

2. Build-to-Order (BTO)

3. Configure-to-Order (CTO)

4. Consignment Order

5. Drop-Ship Order – non-routine ship-to address

6. Government Order

7. Internal Order8. New customer or infrequent

customer (not an established account)

9. Spot-buy PO

10. Requisition PO

11. Subcontract Order

12. Work Order for MRP

13. Replenishment Order

Identified as StandardIdentified as StandardIdentified as StandardIdentified as Standard To be categorizedTo be categorizedTo be categorizedTo be categorized

8. Blanket PO9. Evergreen Order10. Standing Purchase Order

Blanket PO TypesBlanket PO TypesBlanket PO TypesBlanket PO Types

11. Job Order12. Service Order13. Repair Order14. Replacement Order15. Warranty Order16. Work Order (for

services)

Warranty/ServiceWarranty/ServiceWarranty/ServiceWarranty/Service

Still need to determine if Still need to determine if Still need to determine if Still need to determine if some are synonymssome are synonymssome are synonymssome are synonyms

Still need to determine if Still need to determine if Still need to determine if Still need to determine if some are synonymssome are synonymssome are synonymssome are synonyms

Some could be “standard”Some could be “standard”Some could be “standard”Some could be “standard”

A. Customer OrderB. Intra-company OrderC. Sales OrderD. Standalone POE. Trade Order

Synonyms/legal termsSynonyms/legal termsSynonyms/legal termsSynonyms/legal termsCould apply to “standard” or Could apply to “standard” or Could apply to “standard” or Could apply to “standard” or

some of the other order typessome of the other order typessome of the other order typessome of the other order types

Analysis used to organize previous list into smaller chunks,

each of which may be more manageable scope for a modeling project.

Self Study: Please review on your own.




Example - Simple DefinitionPurchase Order Purchase Order Purchase Order Purchase Order ---- Blanket Blanket Blanket Blanket - A Blanket Purchase Order (BPO) is a long-term commitment to a suppliersuppliersuppliersupplier for material against which multiple short-term releases will be generated to satisfy requirements. The BPO defines specific terms, conditions, and pricing terms not already contained in or more specific than terms in the contractual agreement. There are several Replenishment ScenariosReplenishment ScenariosReplenishment ScenariosReplenishment Scenarios that use different types types types types of Blanket Purchase Ordersof Blanket Purchase Ordersof Blanket Purchase Ordersof Blanket Purchase Orders.

Self Study: See EIDX web site - Order Supporting Documentation *

http://www.eidx.org/publications/business_models/order/ordmodl_shttp://www.eidx.org/publications/business_models/order/ordmodl_shttp://www.eidx.org/publications/business_models/order/ordmodl_shttp://www.eidx.org/publications/business_models/order/ordmodl_support.html#Definitionsupport.html#Definitionsupport.html#Definitionsupport.html#Definitions




Example - Defining Terms by stating “is” and “is not”Is: Consignment. Inventory which is in the possession of one party (e.g. customer, dealer, agent, etc.), but remains the property of another party (e.g., manufacturer, prime contractor, etc.) byagreement with the party in possession. Synonyms: Supplier-Owned Inventory (from Customer's perspective); Customer-Owned Inventory (from contractor's perspective); In-House Stores (from consignee's perspective); Line-Side Stocking (European term); Remote Warehouse (from seller's perspective)

Is not: Allocated Inventory. Inventory on hand or on order which is assigned to a specific production or customer order.

Is not: Safety Stock: Inventory reserved for protection againstfluctuations in demand and/or supply.

See EIDX web site - Consignment Supporting Documentation *

****http://www.eidx.org/publications/business_models/consignment/csmhttp://www.eidx.org/publications/business_models/consignment/csmhttp://www.eidx.org/publications/business_models/consignment/csmhttp://www.eidx.org/publications/business_models/consignment/csmodl_support.html#Definitionsodl_support.html#Definitionsodl_support.html#Definitionsodl_support.html#Definitions



Step 2 Step 2 Step 2 Step 2 ---- Define Terms and AssumptionsDefine Terms and AssumptionsDefine Terms and AssumptionsDefine Terms and AssumptionsIdentify business Process assumptions and constraints

Articulate assumptions; may change as modeling progressesDo not make assumptions about what’s public process and what’s private process (yet – more later)Do not make assumptions based on standards (yet …)

AssumptionsCompany-to-company, established account

Buyer and seller already do businessOne-time information already captured (such as addresses, part

information, pricing)Pre-order process has occurred“Global” terms and conditions establishedMore as needed…

Example



Step 3 Step 3 Step 3 Step 3 ---- Divine Intervention/MiracleDivine Intervention/MiracleDivine Intervention/MiracleDivine Intervention/Miracle



Step 3 Step 3 Step 3 Step 3 ---- Build Understanding of the Business ProcessBuild Understanding of the Business ProcessBuild Understanding of the Business ProcessBuild Understanding of the Business Process

Use whatever modeling methods/tools will help you to fully understand the business process. Examples:

Big picture end-to-end (context) that will be broken downTemporary base (generic) model from which a suite of component models or scenarios may be derived.UML activity or “swim lane” diagramsSticky notes on the wallExperienced modeler and project mentors available to help

Be flexible - what worked for one model may not work for another

There’s no one right wayThere’s no one right wayThere’s no one right wayThere’s no one right wayThere’s no one right orderThere’s no one right orderThere’s no one right orderThere’s no one right order

Experienced modeler and project mentors available to help



Whatever works!Whatever works!Whatever works!Whatever works!EIDX Business Models

BUYER SELLER

Inventory Management Business Model 1Consignment Base Model

Planning Schedule1Appropriate Forecast/Planning Model

Release or Order2Appropriate Order or Forecast/Planning Model

Ship Notice3Appropriate Shipment Model

(opt.) Receipt Advice

Report Usage 4Transfer Ownership per Contract Terms

(opt.) Invoice5Appropriate Billing/Payment Model

(opt.) Inventory Report Request 6(opt.) Inventory Report




Technology Neutral and Standards NeutralDo not be constrained by EDI or other technology; list the business process steps, regardless of whether or not transactions or web/internet solutions exist.

Do not make assumptions about what is public process and private process … yetSay what the business document, event or step is, not the name of an X12 or EDIFACT or RosettaNet or OAGIS business document

Do: “Submit Requirements Release”Don’t: “862 Shipping Schedule”Do: “Report exceptions”Don’t: “Send e-mail notification of exceptions”



Step 3 Step 3 Step 3 Step 3 ---- Build Understanding of the Business ProcessBuild Understanding of the Business ProcessBuild Understanding of the Business ProcessBuild Understanding of the Business ProcessWhat do you need to know to execute the process?What do you need to know to execute the process?What do you need to know to execute the process?What do you need to know to execute the process?

When it beginsWhen it beginsWhen it beginsWhen it beginsTriggersDependencies

1. Start Supplier-managed inventory planning cycle• Successful MRP run

When it endsWhen it endsWhen it endsWhen it ends“Success” ending“Failure” ending

…

n. End Supplier-managed inventory planning cycle

If you can claim to have known two companies who agreed immediately as to when a process/transaction/interaction/collaboration (yada yada yada) begins and ends … you were dreaming!



Step 3 Step 3 Step 3 Step 3 ---- Build Understanding of the Business ProcessBuild Understanding of the Business ProcessBuild Understanding of the Business ProcessBuild Understanding of the Business ProcessWhat do you need to know to execute a business process?What do you need to know to execute a business process?What do you need to know to execute a business process?What do you need to know to execute a business process?

The path to get from The path to get from The path to get from The path to get from beginning to endbeginning to endbeginning to endbeginning to end

Steps (sub-processes) that start and/or end together

Each step can have success and failure endings

1. Start supplier-managed inventory planning cycle

2. Send Supplier-managed inventory Forecast file• Successful MRP run

3. Process forecast file4. Send forecast acknowledgment5. Determine if replenishment

needed6. Ship replenishment inventory and

send ship notice7. Create replenishment plan8. Send replenishment plan9. Process replenishment plan10. Send response to replenishment

plan11. End Supplier-Managed Inventory

planning cycle




The path to get from beginning to end



Business transactions in Business transactions in Business transactions in Business transactions in the processthe processthe processthe process







planning cycle

SMI ForecastReplenish

Plan







Business transactions in the processBusiness documents in Business documents in Business documents in Business documents in the business transactionsthe business transactionsthe business transactionsthe business transactions







planning cycle

SMI ForecastReplenish

Plan







Business transactions in the processBusiness documents in the business transactionsPathway options and Pathway options and Pathway options and Pathway options and conditions for deciding conditions for deciding conditions for deciding conditions for deciding which pathways to take (ifwhich pathways to take (ifwhich pathways to take (ifwhich pathways to take (if----thenthenthenthen----else) else) else) else)



3. Process forecast file4. Send forecast acknowledgment

• If exception to forecast occursIf exception to forecast occursIf exception to forecast occursIf exception to forecast occurs• And/or if TPA requires And/or if TPA requires And/or if TPA requires And/or if TPA requires

electronic acknowledgmentelectronic acknowledgmentelectronic acknowledgmentelectronic acknowledgment5. Determine if replenishment needed6. Ship replenishment inventory and send

ship notice• If replenishment neededIf replenishment neededIf replenishment neededIf replenishment needed

7. Create replenishment plan8. Send replenishment plan

• If required by TPAIf required by TPAIf required by TPAIf required by TPA9. Process replenishment plan10. Send response to replenishment plan

• If exception to plan occursIf exception to plan occursIf exception to plan occursIf exception to plan occurs11. End Supplier-Managed Inventory

planning cycle

4. Send forecast acknowledgment• If exception to forecast If exception to forecast If exception to forecast If exception to forecast

occursoccursoccursoccurs• And/or if TPA requires And/or if TPA requires And/or if TPA requires And/or if TPA requires

electronic electronic electronic electronic acknowledgmentacknowledgmentacknowledgmentacknowledgment







Business transactions in the processBusiness documents in the business transactionsPathway options and conditions for deciding which pathways to take (if-then-else) Legal constraintsLegal constraintsLegal constraintsLegal constraints










planning cycle

4. Send forecast acknowledgment• Recipient required to

authenticate identify of sender

• Receipt Acknowledgment required within 2 hours

• Non-repudiation of receipt required

• Non-repudiation of content required







Business transactions in the processBusiness documents in the business transactionsPathway options and conditions for deciding which pathways to take (if-then-else) Legal constraintsPlaces where the process Places where the process Places where the process Places where the process just plain has to wait for just plain has to wait for just plain has to wait for just plain has to wait for human interventionhuman interventionhuman interventionhuman intervention










planning cycle

3. Process forecast file• Kick out for manual review if

forecast variation exceeds x% threshold, etc.




Worth Repeating: Do whatever works best to facilitate models development.

Different methods work in different cases.



Step 4 Step 4 Step 4 Step 4 –––– Build/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsOrganize business activities and put together graphical representations

Still technology neutral and standards neutral

Use methodology guidelines and templates on EIDX web site (more on this a few slides from now)

Worth repeating: Help available from modeler and/or mentors

May have already started this work in Step 3



Step 4 Step 4 Step 4 Step 4 –––– Build/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsDetermine if model is a component business model or a scenario

If scenario, can any existing component business models be employed?

As modeling progresses, the need for new “spin-off” models may arise

Need to determine if they are in scope or get logged to issues list as future projectIf new model is in scope, go back to Step 3 and repeat the process for the new model.



Step 4 Step 4 Step 4 Step 4 –––– Build/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsIdentify business documents and key data used in the exchange.

Technology neutral and standards neutral

Don’t get caught up in the data detailsDon’t get caught up in the data detailsDon’t get caught up in the data detailsDon’t get caught up in the data details. Concurrent or subsequent work will focus on details. Business modeling task group should concentrate on the business processconcentrate on the business processconcentrate on the business processconcentrate on the business process.

Detail work could modify/augment model; modeling process not always linear.



Step 4 Deliverables: Overview DiagramStep 4 Deliverables: Overview DiagramStep 4 Deliverables: Overview DiagramStep 4 Deliverables: Overview DiagramTraditional EIDX Representation Traditional EIDX Representation Traditional EIDX Representation Traditional EIDX Representation –––– Similar to a UML “Use Case”Similar to a UML “Use Case”Similar to a UML “Use Case”Similar to a UML “Use Case”

1111stststst glance glance glance glance ----Resembles Resembles Resembles Resembles UML UML UML UML SequenceSequenceSequenceSequenceDiagramDiagramDiagramDiagram

Numbers correspond to text narrative, not literal sequence.

Experienced modeler / publications admin Experienced modeler / publications admin Experienced modeler / publications admin Experienced modeler / publications admin will help create the final deliverables.will help create the final deliverables.will help create the final deliverables.will help create the final deliverables.



Step 4 Step 4 Step 4 Step 4 ---- UML Use Case ExampleUML Use Case ExampleUML Use Case ExampleUML Use Case ExampleUML Use Case DiagramUML Use Case DiagramUML Use Case DiagramUML Use Case Diagram

Actors’ (users’) interactions with “the system”

IdentifyParties (Actors)



IdentifyRoles Flow of

Activities

Step 4 Deliverables Step 4 Deliverables Step 4 Deliverables Step 4 Deliverables –––– Activity DiagramActivity DiagramActivity DiagramActivity DiagramUML Activity Diagram with Swim LanesUML Activity Diagram with Swim LanesUML Activity Diagram with Swim LanesUML Activity Diagram with Swim Lanes

Self Study: See Self Study: See Self Study: See Self Study: See ---- MethdologyMethdologyMethdologyMethdologyand Legends and Legends and Legends and Legends ****

* http://* http://* http://* http://www.eidx.org/publications/business_models/legend.htmlwww.eidx.org/publications/business_models/legend.htmlwww.eidx.org/publications/business_models/legend.htmlwww.eidx.org/publications/business_models/legend.html



As you As you As you As you prgressprgressprgressprgress you you you you or the or the or the or the modeler may modeler may modeler may modeler may start to start to start to start to identify reidentify reidentify reidentify re----usuableusuableusuableusuablechunks of chunks of chunks of chunks of processing processing processing processing that use an that use an that use an that use an existing existing existing existing component component component component model or model or model or model or should be should be should be should be made into a made into a made into a made into a new new new new component component component component model. model. model. model.

Step 4 Deliverables Step 4 Deliverables Step 4 Deliverables Step 4 Deliverables –––– Activity DiagramActivity DiagramActivity DiagramActivity DiagramIdentifying ReIdentifying ReIdentifying ReIdentifying Re----usable Componentsusable Componentsusable Componentsusable Components

Self Study: See Self Study: See Self Study: See Self Study: See ---- MethdologyMethdologyMethdologyMethdology and Legends and Legends and Legends and Legends ***** http://* http://* http://* http://www.eidx.org/publications/legend.htmlwww.eidx.org/publications/legend.htmlwww.eidx.org/publications/legend.htmlwww.eidx.org/publications/legend.html

Note that one Note that one Note that one Note that one scenario can be scenario can be scenario can be scenario can be made up of made up of made up of made up of component models component models component models component models andandandand of other of other of other of other scenarios.scenarios.scenarios.scenarios.



Note whether Note whether Note whether Note whether one process one process one process one process merely merely merely merely precedes precedes precedes precedes another,another,another,another,causes causes causes causes another another another another process to process to process to process to begin,begin,begin,begin, if if if if processes processes processes processes are are are are concurrent, concurrent, concurrent, concurrent, etc.etc.etc.etc.

Step 4 Deliverables Step 4 Deliverables Step 4 Deliverables Step 4 Deliverables –––– Activity DiagramActivity DiagramActivity DiagramActivity DiagramIdentifying Triggers and DependenciesIdentifying Triggers and DependenciesIdentifying Triggers and DependenciesIdentifying Triggers and Dependencies

Self Study: See Self Study: See Self Study: See Self Study: See ---- MethdologyMethdologyMethdologyMethdology and Legends and Legends and Legends and Legends ***** http://* http://* http://* http://www.eidx.org/publications/legend.htmlwww.eidx.org/publications/legend.htmlwww.eidx.org/publications/legend.htmlwww.eidx.org/publications/legend.html



Step 4 Step 4 Step 4 Step 4 ---- Build/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsWhen is it another new model or scenario?

Attributes change – significant difference in process stepsIt may be that two scenarios look alike when only the public process is taken into account, but if the one scenario interactswith adjacent processes (such as back-end process) in a way that is significantly different than the other scenario, they should be documented as two separate but similar scenarios.

A different business document is used or there’s a significant difference in data content.

A different component model is created in this case; a scenario may have a placeholder which indicates that any one of a choice of component models and their corresponding business documents may be used.

May not be apparent that there are different attributes until later steps; model building processes is not linear.

http://http://http://http://www.eidx.org/publications/legend.html#ScenarioVsCompwww.eidx.org/publications/legend.html#ScenarioVsCompwww.eidx.org/publications/legend.html#ScenarioVsCompwww.eidx.org/publications/legend.html#ScenarioVsComp



Step 4Step 4Step 4Step 4---- When is it new model or scenario?When is it new model or scenario?When is it new model or scenario?When is it new model or scenario?ExampleExampleExampleExample Starting

point –first

scenario.



Step 4Step 4Step 4Step 4---- When is it new model or scenario?When is it new model or scenario?When is it new model or scenario?When is it new model or scenario?Example continuedExample continuedExample continuedExample continued

Purchase Purchase Purchase Purchase Order Order Order Order Component Component Component Component different.different.different.different.

Release component Release component Release component Release component addedaddedaddedadded

Second scenario



Step 4Step 4Step 4Step 4---- When is it new model or scenario?When is it new model or scenario?When is it new model or scenario?When is it new model or scenario?Another ExampleAnother ExampleAnother ExampleAnother Example

Here it was Here it was Here it was Here it was decided that decided that decided that decided that in this in this in this in this scenario, 3 scenario, 3 scenario, 3 scenario, 3 choices choices choices choices were were were were suitable for suitable for suitable for suitable for a process a process a process a process step, but step, but step, but step, but the the the the differences differences differences differences weren’t so weren’t so weren’t so weren’t so great that it great that it great that it great that it merited merited merited merited having 3 having 3 having 3 having 3 scenario scenario scenario scenario models.models.models.models.



Step 4 Step 4 Step 4 Step 4 ---- Build/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsAdd Attributes - Summary Description of Process

Why and how the model is used, role descriptions, activity descriptions, etc.

Add Narratives - Verbal descriptions of each process step, start state and end state in the picture.

Who sends what to whom and why. Brief description of how each trading partner uses what is sent.

Keep reminding everyone about scope! Use that issues log!



Step 4 Step 4 Step 4 Step 4 ---- Build/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsBuild/Assemble ModelsAttributes - Example.

Replenishment Scenario: “Buyer sends planning schedule containing gross requirements (planned consumption), inventory levels, and min/max inventory requirements. Seller nets forecast data to determine ship requirements based on buyer’s inventory levels and min/max targets. Receipt data sent by buyer so seller can calculate in-transit quantities (embedded Receipt Advice). Optional order status used to convey planned shipments so buyer can anticipate receiving workload).



Step 5 Step 5 Step 5 Step 5 –––– Data RequirementsData RequirementsData RequirementsData RequirementsStart with technology-neutral and standards-neutral list of data critical to making the business process work

Specific requirements for specific content standards (X12, EDIFACT, RosettaNet, OAGI) and gap analysis will be done later

Class diagramsConceptual – not necessarily implementableTool for gap analysis with class diagrams produced by standards bodies (e.g. RosettaNet, OAGI), which must be implementable.

This is another step where an experienced modeler / publicationsThis is another step where an experienced modeler / publicationsThis is another step where an experienced modeler / publicationsThis is another step where an experienced modeler / publicationsadmin may help create the final deliverables.admin may help create the final deliverables.admin may help create the final deliverables.admin may help create the final deliverables.



Forecast Contents Forecast Contents Forecast Contents Forecast Contents –––– Common ElementsCommon ElementsCommon ElementsCommon Elements

INCLUDED IN All component replenishment forecast typesForecast ID Number (Document Number, whatever) - mandatorymandatorymandatorymandatoryDate forecast generated -mandatorymandatorymandatorymandatoryDate forecast submitted - optionaloptionaloptionaloptionalDate forecast horizon start -optionaloptionaloptionaloptionalDate forecast horizon end - optionaloptionaloptionaloptionalDocument purpose code -mandatorymandatorymandatorymandatoryForecast Type - mandatorymandatorymandatorymandatoryBuyer identification - mandatorymandatorymandatorymandatorySeller identification – mandatorymandatorymandatorymandatoryContact names - optionalShip-To – optionaloptionaloptionaloptionalBill-To –––– optionaloptionaloptionaloptional

* If needed, should be pre* If needed, should be pre* If needed, should be pre* If needed, should be pre----established as part of account setupestablished as part of account setupestablished as part of account setupestablished as part of account setup

Item Identification (Part Number) ––––mandatorymandatorymandatorymandatory

May include revision or other data to make the identification complete

Item Number (line number) -optionaloptionaloptionaloptionalLine item Quantity –––– optionaloptionaloptionaloptionalQuantity Unit of Measure –mandatorymandatorymandatorymandatoryContract number – optional

ExampleExampleExampleExample



Forecast Contents Forecast Contents Forecast Contents Forecast Contents ––––Elements by TypeElements by TypeElements by TypeElements by TypePlanning Forecast Planning Forecast Planning Forecast Planning Forecast ––––

Common Elements Plus:Common Elements Plus:Common Elements Plus:Common Elements Plus:Planned requirements –1111 or more requiredor more requiredor more requiredor more required

Planned schedule quantity – mandatorymandatorymandatorymandatoryQuantity interval type (discrete, weekly bucket, etc.) -mandatorySchedule date ----mandatorymandatorymandatorymandatoryDate type indicator (ship date or delivery date) – mandatoryOther line or schedule level reference, such as PO number or release number –optionaloptionaloptionaloptional

Material Release Schedule Material Release Schedule Material Release Schedule Material Release Schedule (Embedded Release) (Embedded Release) (Embedded Release) (Embedded Release) ––––Common Elements Plus:Common Elements Plus:Common Elements Plus:Common Elements Plus:Planned requirements and/or released requirements – At least one At least one At least one At least one of either requiredof either requiredof either requiredof either required

Planned or released schedule quantity –mandatorymandatorymandatorymandatoryQuantity interval type (discrete, weekly bucket, etc.) - mandatorySchedule date ----mandatorymandatorymandatorymandatoryDate type indicator (ship date or delivery date) –mandatoryBlanket Purchase Order Number - mandatorymandatorymandatorymandatoryReleased requirements only: Release number –optionaloptionaloptionaloptional

Consumption Schedule (SMI Consumption Schedule (SMI Consumption Schedule (SMI Consumption Schedule (SMI Forecast) Forecast) Forecast) Forecast) –––– Common Common Common Common Elements Plus:Elements Plus:Elements Plus:Elements Plus:Planned usage schedules –At least one requiredAt least one requiredAt least one requiredAt least one required

Planned consumption quantity – mandatorymandatorymandatorymandatoryQuantity interval type (discrete, weekly bucket, etc.) - mandatoryPlanned consumption date---- mandatorymandatorymandatorymandatoryBlanket Purchase Order Number - mandatorymandatorymandatorymandatory

Inventory quantitiesQuantity on Hand –mandatoryMinimum and minimum inventory quantities or factors – optional*optional*optional*optional*

Receipts - OptionalOptionalOptionalOptionalDate received Quantity receivedReference ID

* Parameters may be explicitly called out in forecast file or es* Parameters may be explicitly called out in forecast file or es* Parameters may be explicitly called out in forecast file or es* Parameters may be explicitly called out in forecast file or established by contracttablished by contracttablished by contracttablished by contract



Forecast Forecast Forecast Forecast –––– Core Core Core Core plus Extensionsplus Extensionsplus Extensionsplus Extensions

Core components

All other data blocks are extensions (specializations)

Extensions for Planning Forecast

Self Study exampleSelf Study exampleSelf Study exampleSelf Study example



Step 6 Step 6 Step 6 Step 6 ---- Technology RecommendationsTechnology RecommendationsTechnology RecommendationsTechnology RecommendationsMake recommendations about where other technologies or solutions, such as world-wide web application, could be used.

Avoid being biased by what solutions exist today

Initially, avoid assumptions about what is public process and what private, and which partner’s web site or private process does what, but indicate those assumptions when necessary.



Do the basic technology options apply?Do the basic technology options apply?Do the basic technology options apply?Do the basic technology options apply?

http://http://http://http://www.eidx.org/publications/techinfo/tech_Basics.htmlwww.eidx.org/publications/techinfo/tech_Basics.htmlwww.eidx.org/publications/techinfo/tech_Basics.htmlwww.eidx.org/publications/techinfo/tech_Basics.html

Self Study: See Self Study: See Self Study: See Self Study: See ---- The Basics of eBusiness Implementations The Basics of eBusiness Implementations The Basics of eBusiness Implementations The Basics of eBusiness Implementations ****



Step 6 Step 6 Step 6 Step 6 ---- Technology RecommendationsTechnology RecommendationsTechnology RecommendationsTechnology RecommendationsFor the basic content standards (X12, EDIFACT, RosettaNet, OAGI), make recommendations about which specific transactions/messages/PIPs/BODs should be used for each step in the model

Identify steps where no current transaction/message/PIP/BOD exists (may need to be developed); note these in Issues Log

Technology choices get specific about what is in the public process and what is in the private process.



Public and Private ProcessesPublic and Private ProcessesPublic and Private ProcessesPublic and Private Processes

Macro – Business Process ScenarioPrivate ProcessPublic ProcessPrivate Process

Gateway Gateway Partner BBack-End

Partner ABack-End

Micro Micro Micro Micro –––– ImplementableImplementableImplementableImplementable Chunk Chunk Chunk Chunk (e.g. EIDX Component Business (e.g. EIDX Component Business (e.g. EIDX Component Business (e.g. EIDX Component Business

Model, PIPModel, PIPModel, PIPModel, PIP™™™™, OAG BOD, OAG BOD, OAG BOD, OAG BOD)))) Lots of “micro”business processes

(historically)



Step 6 Step 6 Step 6 Step 6 ---- Technology RecommendationsTechnology RecommendationsTechnology RecommendationsTechnology Recommendations

Example: See Example: See Example: See Example: See Order Model 1 Order Model 1 Order Model 1 Order Model 1 Technology Technology Technology Technology RecommendationsRecommendationsRecommendationsRecommendations****

* http://www.eidx.org/publications/business_models/order/ordmodl* http://www.eidx.org/publications/business_models/order/ordmodl* http://www.eidx.org/publications/business_models/order/ordmodl* http://www.eidx.org/publications/business_models/order/ordmodl1_tech.html1_tech.html1_tech.html1_tech.html



Step 6 Step 6 Step 6 Step 6 ---- Technology RecommendationsTechnology RecommendationsTechnology RecommendationsTechnology Recommendations

Don’t have to do Don’t have to do Don’t have to do Don’t have to do an activity diagram an activity diagram an activity diagram an activity diagram for for for for everyeveryeveryevery variation variation variation variation of of of of everyeveryeveryevery tech tech tech tech option variation option variation option variation option variation for for for for everyeveryeveryevery business business business business process; refer to process; refer to process; refer to process; refer to others done others done others done others done already.already.already.already.

But do make initial But do make initial But do make initial But do make initial recommendations.recommendations.recommendations.recommendations.



Step 7 Step 7 Step 7 Step 7 ---- Supporting DocumentationSupporting DocumentationSupporting DocumentationSupporting DocumentationDefinitions of key terms

Guidelines for how to decide which scenario or model to use in agiven functional area

Typical back-end processingHigh level descriptions of private process steps needed in orderfor public process to execute successfullyNo details or dictates on how companies should do their processing

Assumptions – if needed for clarityThings you need to know in order to implement the business process

Anything else you need to know in order to implement the business process



Step 7 Step 7 Step 7 Step 7 ---- Supporting DocumentationSupporting DocumentationSupporting DocumentationSupporting DocumentationAdd summaries and “Appendix” material

Summary comments about the model.Additions to Acronyms and Abbreviations and/or to GlossaryAdditions/modifications to guidelines indexesAdditions/modifications to general recommendations

Product IDsParty IDsDatesBest practicesEtc.



Step 8 Step 8 Step 8 Step 8 –––– Final Preparation of DocumentationFinal Preparation of DocumentationFinal Preparation of DocumentationFinal Preparation of Documentation

To be preparedContents of Clickable Business ModelsContents of downloadable document

Using templatesTemplates exist for all documentationImportant to remember that many business processes follow some common patterns, but business processes can’t be generated with cookie cutters – there will always be variations in content and in what’s required to convey enough to support an implementation



Step 8 Step 8 Step 8 Step 8 –––– Final Preparation of DocumentationFinal Preparation of DocumentationFinal Preparation of DocumentationFinal Preparation of DocumentationClickable Business ModelsClickable Business ModelsClickable Business ModelsClickable Business Models

Basic set of Basic set of Basic set of Basic set of deliverables; deliverables; deliverables; deliverables; some business some business some business some business processes may processes may processes may processes may require morerequire morerequire morerequire more

Don’t have to Don’t have to Don’t have to Don’t have to do do do do everyeveryeveryevery tech tech tech tech option option option option variation for variation for variation for variation for everyeveryeveryevery business business business business process; refer process; refer process; refer process; refer to others done to others done to others done to others done alreadyalreadyalreadyalready



Step 8 Step 8 Step 8 Step 8 –––– Final Preparation of DocumentationFinal Preparation of DocumentationFinal Preparation of DocumentationFinal Preparation of DocumentationDownloadable DocumentDownloadable DocumentDownloadable DocumentDownloadable Document

Basic contents Basic contents Basic contents Basic contents of document; of document; of document; of document; some business some business some business some business processes may processes may processes may processes may require morerequire morerequire morerequire more

Information is Information is Information is Information is cut and paste cut and paste cut and paste cut and paste from clickable from clickable from clickable from clickable business business business business modelsmodelsmodelsmodels



Step 9 Step 9 Step 9 Step 9 ---- ReviewReviewReviewReviewCore team will review and determine whether balloting is required.

Models usually published in draft form during the course of the project

Now you get all the inputs from the people who never showed up at your session(s). Be prepared to repeat yourself. This is a good time to start preparing for your next career move.

Which is why you’ve been publishing some drafts all along, but now they read them ;-)



Step 10 Step 10 Step 10 Step 10 ---- BallotBallotBallotBallot1. BALLOT PREPARATION and SUBMISSION

a. Allow 2-5 days for materials to reach BPS Chairpersonb. Allow 2-5 days for BPS Chairperson to review materials and ensure that

everything is in orderc. Allow 2-5 days for materials to reach EIDX Secretariat

2. DOCUMENTS DISTRIBUTED FOR MEMBERSHIP BALLOTa. Allow 3-5 days for EIDX Secretariat to prepare balloting forms and copies

of ballot material prepared and mailed3. BALLOTS ARE RETURNED

a. Voters must have 30 days to evaluate and return ballotsb. EIDX Secretariat needs to certify that ballot returns are from members in

good standing; this activity runs concurrently with the balloting period4. BALLOT REVIEW

a. Allow 2-5 days for the EIDX Secretariat needs to compile results, send copies of all results and comments to task group leader, and send summary results to BPS Chairperson

b. Allow 1-2 weeks for task group Leader to review results and prepare responses and/or materials for ballot review session



Step 11 Step 11 Step 11 Step 11 –––– Ballot ReviewBallot ReviewBallot ReviewBallot ReviewThe Ballot review session will be organized to solve all concerns and comments received (eg., approval with comment, disapproval). If all Ballots returned are approved there is no need for a ballot review session.

2/3 affirmative vote is required from 20 percent of the voting membership for a ballot to be officially approved.It is in our best interest if we can come up with reasonable solutions to all concerns. When discussion reaches an affirmative consensus, the ballot can be fully approved and model is ready for publication.If voting member who submitted disapproval is not satisified with resolution, BPS Subcommittee reviews and decides if model can be published anyway, or if a re-ballot is necessary.



Step 12 Step 12 Step 12 Step 12 ---- PublishPublishPublishPublish“Final” documents should be submitted to BPS chair as soon as possible after ballot review. Goal is to publish within 1 calendar quarter after ballot approval

Subcommittee chairs do first-line review

Publications administrator responsible for fine-tuning format of graphics and supporting documentation and submittal to Web Committee for posting



Step 12 Step 12 Step 12 Step 12 ---- PublishPublishPublishPublishComplete the Issues Log for the model

Issues log includes any new “spin-off” models that were identified but considered out of scope. These may become new projects.Issues log indicates any issues that may have to be resolved if Guidelines development is done as a separate, subsequent project. Issues log documents closed issues that require no further action.


Addendum:Addendum:Addendum:Addendum:Additional Suggestions and Additional Suggestions and Additional Suggestions and Additional Suggestions and

ResourcesResourcesResourcesResources




Additional SuggestionsAdditional SuggestionsAdditional SuggestionsAdditional SuggestionsDon’t forget about scope

Keep the issues log handy so participants won’t be keep rehashing old stuff

They’ll do it anyway. Suggest that they volunteer to lead a new task group.

Do whatever works best for the task at handThere’s more than one right way.

The business is changing as fast or faster than we are doing models. Do your best to capture what’s needed now.



Resources for Task Group LeadersResources for Task Group LeadersResources for Task Group LeadersResources for Task Group LeadersThe BPS Handbook has guidelines for leading a task group, conducting sessions and ballot reviews, etc.

BPS Chair provides templatesPowerpoint template for graphical representationsMS-Word or RTF template for business model supporting document

EIDX publications administrator will ensure that tweaking is done so that the document meets standards for publication.

Project leaders shouldn’t worry about being expert in tools like Word, Powerpoint, Visio, etc.

introduction to eidx business model development process · 2016. 5. 3. · scenarios are a...

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