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Riva is a method for the design, modelling, and analysis of business processes. It is about modelling organisational behaviour in a way that is revealing and communicative. Its key concepts are the process, the role and the interaction. Riva starts with a powerful technique for preparing a process architecture of the organisation, showing exactly what processes there are and how they interact. The architecture is derived from an understanding of what business the organisation is in, rather than its current structure or culture. Once this architecture is understood, individual processes can be examined in their own process models and organisational and cultural issues can be addressed. The method is intended for analysts who want to take a process oriented view of a business or organisation, as well as people in an organisation wanting a way of thinking about how their business works. Those working in re-engineering, change management, information system strategy and implementation, process improvement, and quality management will derive benefit from using the method. Riva has now been used in a variety of business areas - amongst them finance, civil engineering, computer manufacture, government, charities, pharmaceuticals, software product development, and information service provision - for a variety of purposes, including the restructuring of a business along process lines rather than functional lines, re-engineering of a sales and marketing function, assessment of the effecton a business of changes in regulatory requirements, analysis of usability problems of an installed IT system, the preparation of requirements for a new information system, and the evaluation of the 'fit' of a proposed package with a business. Topics covered Introduction. We start by examining our motivations for modelling business processes, and the consequent demands on a process modelling notation and method. Principles. We examine the central process concepts of Riva - in particular the role and the interaction - and explore them thoroughly. Constructing a process model. With the notation in hand we use it to capture the detail of organisational behaviour within a process, in particular capturing all the collaboration and concurrency that is so vital to speed and efficiency. Modelling process interactions. Standing back from the process detail, we look at the different ways that processes themselves can interact and the concurrency that can be achieved through a network of collaborating processes. Building the process architecture. We work through a rigorous way of defining a process architecture that is aligned solely to the raison d'être of the organisation, and that must form the basis for all thinking about the organisation's processes. Process analysis, improvement and design. Having put in place the 'machinery' we need, we use it look at the quantitative and qualitative questions that can be answered about a business and its processes, in particular for organisational change and process improvement; and we examine how anew process can be designed or an existing one redesigned. IS in support of the business process. Information systems support business processes, in particular by supporting information flows between roles so that those roles can collaborate effectively. We look at the role of IS in shaping the business process. Logistics. We finally place the method in the context of a modelling project: in particular how to plan the project, and how to run group and individual sessions. Case studies and exercises. The workshop involves the use of small worked examples throughout to give individual attendees an opportunity to work with the concepts. Attendees also work in teams on a number of more significant case studies. | ||
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