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Using Business Scenarios for Active Loss Prevention Terry Blevins t.blevins@opengroup

Using Business Scenarios for Active Loss Prevention Terry Blevins t.blevins@opengroup.org The Open Group “Gets It” New areas, new challenges Active Loss Prevention is not about technologies “It” is about efficient risk management In 3 is not about technologies

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Using Business Scenarios for Active Loss Prevention Terry Blevins t.blevins@opengroup

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  1. Using Business Scenarios for Active Loss PreventionTerry Blevinst.blevins@opengroup.org

  2. The Open Group “Gets It” • New areas, new challenges • Active Loss Prevention is not about technologies • “It” is about efficient risk management • In3 is not about technologies • “It” is about optimizing operational efficiency • New views • “It” is people, process, and technology working together to solve real business problems

  3. Business Scenarios “Get It” • To generate a clear understanding of business needs • Complete requirements • Clarify the value • Marketable solution • To have a language to define • Problems, best practices, policies, standards and technical solutions • What is needed and why • Business Scenarios are a product of The Open Group’s process • Produced in The Open Group’s Architecture Framework Vendor Customer

  4. So What are Business Scenarios? • A Business Scenario describes • a business process, application or set of applications that can be enabled by the proposed solution or solution concept • the business and technology environment • the people and computing components (called “actors”) who execute it • the desired outcome of proper execution • A good Business Scenario • is representative of a significant market • enables the supply side to understand the value to the buy side of a developed solution • is also “SMART” …

  5. A SMART Business Scenario • A SMART Business Scenario is • Specific - defines what needs to be done in the business • Measurable - clear metrics for success • Actionable - • clearly segments the problem, and • provides the basis for determining • elements and • plans for the solution • Realistic - the problem can be solved within the bounds of • defining the bounds of technology capability and cost constraints • Time-bound - there is a clear understanding of when the solution opportunity expires

  6. Business Scenarios We’ve Done • POS Upgrade • Directory Enabled Enterprise • Key Management Infrastructure • Quality of Service • Mobile and Directory • Interoperable Enterprise * www.opengroup.org/cio/iop • Identity Management • The Open Group • The Interoperable Lottery * In3 (Integrated Information Infrastructure) inspired by the Interoperable Enterprise Business Scenario

  7. The Value of Business Scenarios • There is a business imperative • Business Scenarios help us “Get It” • The real problems in real world business situations • The real business value • Map business to technology • Business Scenarios expose value for customers and vendors - a Win-Win • Business scenarios will continue to help us quantify what Active Loss Prevention is all about and how to deliver “It”

  8. Building a Business Scenario Includes… 1 - problem Oh, BTW, this isn’t rocket science! 2 - environment 3 - objectives 4 - human actors After completion the scenario is basis and yardstick of work (e.g. certification), of customers’ planning/procurement, and of vendors’ implementation plans 5 - computer actors 6 - roles & responsibilities 7 - refinement

  9. Business Scenarios Set the Yardstick… • Customers • Problem definitions • Procurement plans • Acceptance criteria • Vendors • Implementation plans • Product definitions • Certification tests

  10. Business Scenarios Help Define Requirements • Where the technology is incomplete • Where business processes need updating • How to get the best out of techology • Define what information to communicate • Creates the basis for new standards and certification requirements

  11. What are the Phases? • Gather information • Workshops are a great way to gather information through questions • Additional information such as strategies, plans, facts are solicited • Analyze and process information • Information is usually processed offline • Use a small team, your architects • Document information • Create models of your findings, both business and technical views • Augment models with detailed documentation • Review • Vet the models and documentation back to suppliers • Have a controlled review, allocate specific review sections to specific reviewers • Only a few reviewers needed to review the complete business scenario

  12. Building a Business Scenario Identify, document and rank problem • the problem that is driving the scenario Identify environment and document it in scenario models • the business and technical environment where the situation is occurring Identify and document desired objectives, get SMART • the results of handling the problems successfully Identify human actors and their place in business model • the human participants and their roles Identify computer actors and their place in technology model • the computing elements and their roles Identify and document roles, responsibilities and measures of success per actor • the required scripts per actor and the results of handling the situation

  13. A Workshop Agenda is Critical.For a Real Example… • Goal: Brainstorm the problem of interoperability using the “Business Scenario” method • We must bound our discussion today around real interoperability issues • Introduction and seed definition of interoperability 30 min • Discuss briefly what each of you mean by interoperability 60 min • Discuss the pain points associated with the lack of interoperability and the implication of them 30 min • Build a consensus around the priorities of the pain points 30 min • Identify the critical elements of the environment, business, people, and technical 60 min • Generalize critical elements 30 min • Establish roles for each 60 min • Discuss the objectives of solving the interoperability issue 60 min • Check for specific and tangible 60 min • No single agenda is appropriate for all cases, but each agenda I’ve used is inspired by the key elements of a business scenario

  14. On Business Scenario Workshops • Goal is to identify the key elements of the “Business Scenario” • Bounding the problem to a solvable one • To do so you must • Define what a business scenario is to the participants to set their expectation levels • Provide enough information so participants can begin to define the elements of the business scenario • Usually have one day therefore focus on • Accuracy at only the highest level • May have more than one workshop • Achieved through questioning, brainstorming, and possibly breakout sessions • Recording is crucial!

  15. Some Reminders • Business Scenarios are not “It” • They are a tool to understand “It” • They enable the whole end-to-end process of The Open Group Business Scenario(s) Provide Coherence and Consistency Interview Sessions Document Business Scenario Requirements Validation Identify needed standards

  16. In Summary • Business Scenarios can help Active Loss Prevention • I can help you do Business Scenarios by • Providing guidance on workshops • Providing templates • For meeting agendas • For documentation • For presentation • Use them - don’t get lost in them

  17. Have a Great Conference

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