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Modeling Program Operations

In this instructor-led two-day course, through lecture and case study-driven workshops, you will learn how to align and integrate complex business value chains to allow services to effectively and efficiently deliver outputs to target groups with specific needs. This course focuses on the concepts, models, tools, and techniques that you needs to accomplish this.

Participants are required to attend in-class session and achieve 70% on a 20-question multiple-choice examination.

GK# 8977
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Who Should Attend?

Public sector business and IT project leaders, IT architects, IT analysts and designers, enterprise architects and enterprise architect program managers, policy and planning analysts, program review analysts, business architects, business analysts, business designers, business solution consultants, business transformation analysts and designers

What You'll Learn

  • Lead service and process modeling activities of the EBA roadmap
  • Understand how to leverage and extend program and value chain models to set scope and context for service and process models
  • Identify, classify, and distinguish between key components associated with service and process modeling
  • Produce, review and validate:
    • Semantic models
    • Service Output State-Transition diagrams
    • Use Case Diagram
    • Scenario Variation Matrix
    • Workflow Diagram
    • Business network diagram
  • Apply models to:
    • Assess current jobs, positions or roles and identify gaps and overlaps in responsibilities
    • Define project functional scope
    • Discover and define business rules, functional and non-functional business requirements
    • Set the context for the development of logical requirements and for automation planning and design

Course Outline

  • Road Maps for Modeling Program Operations
    • Describing and Distinguishing between Service Modeling and Process Modeling in Representing Program Operations
    • Describing Service and Process Modeling
      • Broader EBA Roadmap and Transformation Initiative Lifecycle
      • Business Components and Relationships
      • Key Modeling Steps
    • Describing the Purpose and Analytic and Design Uses of Service and Process Models
  • Semantic Diagram
    • Developing a Semantic Diagram
    • Reading and Applying Three Semantic Relationships:
      • Association
      • Inheritance
      • Aggregation
    • Distinguishing between Presentation and formal Views of Semantic Diagram
    • Describing Relationship of Semantic Models to Information Model and Data Models
  • Service Output State Transition Diagram
    • Creating a State-Transition Diagram
    • Explaining the Relationship between Services and Service Output State Transition Diagrams
    • Explaining How States Are Defined from an Assumed Stakeholder Perspective and their Notion of 'Clock Tick'
    • Applying State-Transition Concepts To Develop a Service Output State Transition Diagram
    • Explaining the Relationship of State-Transition Model to Information and Policy Models
  • Use Case Diagrams
    • Explaining the Relationship between Business Use Cases, Value Chains, and Service Output Transition Models
    • Developing a Business Use Case Diagram
    • Distinguishing between "Extendsand "includes" Relationships
    • Explaining the Relationship of Use Cases To Functional Systems Models
    • Explaining the Linkages of Use Cases To SOA
  • Modeling Business Scenarios
    • Defining a Business Scenario
    • Using a Use-Case Profile To Outline:
      • Pre and Post Conditions
      • Initial Assessment of Main and Alternate Flows
      • Initial Assessment of Complexity
      • Initial Set of Business Scenarios
    • Developing a Scenario Variation Matrix
    • Explaining the Relationships Between:
      • Semantic Modeling
      • Output State Transition Modeling
      • Scenario Variation Matrix
    • Using a Scenario Variation Matrix To Define Business Rules in Context
    • Explaining the Relationship of Scenario Variation Matrix to Policy Model
  • Workflow Diagram
    • Developing a Swim Lane Diagram
    • Distinguishing a Workflow from Business Scenario and a Use Case
    • Distinguishing between and Provide Rationale for Use of Service Provider vs. Operational Roles in Workflows
    • Describing the Relationship between Value Chain Models and Workflow Diagrams
    • Explaining the Relationship between Workflow Models and Functional System Models
  • Business Network Diagram
    • Developing a Business Network Diagram
    • Explaining the Role of Domains or Areas in Supporting Logistics and Trust Requirements
    • Using Workflows or Business Network Models To Illustrate Business Scenarios
    • Distinguishing Locations by:
      • Physical vs. Abstract Locations
      • Mobile vs. Fixed
    • Defining a Location Type Hierarchy
    • Distinguish between Program, Service, and Business Scenario Views of a Business Network Diagram
    • Explaining the Relationship between Business Network Diagrams and Network and Trust Models
  • Modeling Enterprise Processes
    • Distinguish between Types of Enterprise Processes
    • Using Enterprise Process "Wallpaper"
      • Identifying Enterprise Processes
      • Assessing Completeness of Service and Process Models
    • Developing a Role-Responsibility Model To Assess Alignment of Jobs and Positions with Enterprise Processes
    • Explain the Role of Service and Process Models in:
      • Identifying Improvement Opportunities
      • Identifying and Scoping Projects
      • Defining Functional, Non-Functional, and information Requirements