Functional decomposition diagram for customer services at a direct bank 

Contexts in source publication

Context 1

... domain. The relationship between information objects defines how loosely or tightly the information objects are coupled. In addition, the relationship between process steps and information objects defines whether a corresponding information object is used or created while executing the respective process step. All types of relationship are of great relevance in order to define which information object and process steps belong to which component. The relationships are modeled in the BCI-3D method using a weighted graph. The nodes represent either information objects or process steps and the edges characterize the relationships between the nodes. Weights are used to define the different types and subtypes of relationships and build the basis for assigning nodes and information objects to components. In order to optimize its display, the graph is visualized in a three-dimensional representation having the process steps and information objects arranged in circles and without showing the corresponding weights (see Fig. 5). By satisfying defined metrics such as minimal communication between and maximal compactness within business components, the BCI-3D method groups process steps and their corresponding information objects with the aim of obtaining an abstract component model in a top-down way. The constraint of providing optimal grouping while minimizing communication means that an optimization problem needs to be solved with a genetic algorithm. The algorithm starts with a predefined solution and improves it by incremental iteration [19]. The starting solution is generated using a greedy graph-partitioning algorithm [26]. For improving the initial solution, the Kernighan and Lin graph-partitioning algorithm [27] has been implemented. The result of applying the BCI -3D method to a defined domain results in a business component model, describing their relationships and provided and/or required services. To illustrate the domain scope and component identification sub-phases with their resulting diagrams and models, the BCM process is applied to the domain of direct banking customer services described in the next sections. A sustainable economic growth of direct banks in the German banking sector particularly depends on efficient cost structures as well as cost-effective and quality- conscious customer service processes. Compared to traditional banks, the direct banking sector in Germany is characterized by high rates of customer growth. Due to this fact, new challenges regarding business processes and IT systems arise. The risk of growing internal costs due to inefficiencies of the implemented service processes and service tasks has to be managed at an early stage. Consequently, the business domain service , and particularly the domain customer services , is in the focus of interest of a direct bank. The business processes in the mentioned business domains are heavily dependent on guidelines and directives. In the example case, these directives are defined and modeled by a company-wide process department. Fig. 4 illustrates an example directive. A directive describes the business tasks, the corresponding responsible organizational units (cost center) and the related resources in a graphical based form. To each of these business process steps, guidelines focuses on legal restrictions, check criteria or documentation needs. The implementation and daily handling of these guidelines and directives are periodically audited and evaluated in an internal review. The sum of all guidelines and directives can be seen as a complete reference model for the domain direct banking customer service. The reference model of one of the leading direct banks in Germany has been used to analyze the domain of customer service. The actual handling of the customer services is mostly characterized by manual business processes. Information is either entered directly in the supporting IT system or integrated via the web front-end of the customer portal. The main problems are system inflexibility concerning the automation of functionality and integration of new business requirements in the IT system on the one hand and difficulties concerning the full integration of the system landscape, especially the information exchange with the mother bank on the other hand. Due to this fact there are cost and time intensive inefficiencies in the customer processes as well as supplementary costs of the error handling of the information integration in the system landscape. In order to model the business functionality of the example domain, functional decomposition diagrams, as used in the ARIS methodology by [23], have been used for describing business tasks and business activities. A functional decomposition diagram splits the main tasks of a business process in four areas: Task area , Function area , Sub-function area and Elementary function area . A more detailed splitting of business process tasks is not efficient regarding a general management view. Fig. 2 illustrates for the customer service domain the task area Service in a functional decomposition diagram. Due to space limitations, we do not provide the process models which visualize the execution order of the single business tasks and activities. The task area Services provides several functions such as Customer Services, Administration Services and Helpdesk Services. In Fig. 2 only the Customer Services function and an extract of its sub-functions are listed. The complete range of sub- functions within the customer services function can be restricted to 27. In the present case, ’relevant’ sub-functions were limited to tasks considered in the daily contribution margin calculation. This limitation facilitates the focus on the most commonly used and most expensive tasks and it considers more than 90 % of the whole business activities in the mentioned domain. To get a better understanding of customer services in the direct banking sector, selected sub-functions (highlighted grey in Fig. 2) are described. In this context, the description of tasks is always in the form ‘verb - subject – adverb’ in order to standardize their description and to avoid ambiguity of the modeling notation. The sub-function Customer address change / Master data change provides tasks like “change name” or “change customer address” for example in case of marriage, divorce or removal. For all these tasks, the differentiation of the communication channel used is important, for example concerning business intelligence requirements, such as calculating the customer service process costs (contribution margin) and controlling the requirements of the different communication channels in the future. A precondition to change the customer master data via mobile device, Internet or telephone is a valid customer legitimization. Therefore, that sub-function also describes typical direct banking tasks like legitimization of persons by means of the PostIdent proceeding. The German PostIdent proceeding is the standard person legitimization proceeding accomplished by the Deutsche Post AG. The next logical step after creation and legitimization of a customer is the account opening. Therefore, the corresponding sub-function Account opening provides tasks such as “check residential status of customer” in case of an abroad customer address for dispatch. If the customer wants to trade options or financial futures, a clarification of trading risks has to be collected and a risk group has to be calculated. The differentiation of the used communication channels in this sub-function is also an important step. The last steps in the customer lifecycle are the customer inheritance business task, listed as sub-function Inheritance management in the functional decomposition diagram. The first task is the request of an official inheritance confirmation. Afterwards, the bank has to check and delete standing orders for exactly defined cases and criteria. If the customer has a maestro or credit card, these cards have to be locked, and the credit card service provider has to be informed. Additionally, the tax authorities have to be informed about the account balance of the last day before the inheritance. In case of clarified inheritance, the last task is the disclosure of the customer accounts. The last sub-function we describe is Returned consignment . As described above, each of the illustrated sub-functions listed in figure 2 includes several tasks, which are listed in the functional decomposition diagram by means of elementary functions. Due to space limitations we only list and describe the elementary functions of the Returned consignment sub-function in more detail. At first, a returned consignment has to be checked and classified. In special cases like PIN numbers or TAN lists, the returned consignment has to be destroyed immediately. In all other cases, it has to be verified if the address of the returned consignment matches the most recent customer address for dispatch in the service system ( check customer address in own system ). If the customer address is corresponding and no lock reason is set in the system ( check lock reason returned consignment ), the cover of the new correspondence is marked with “2” , and it is then sent to the same customer address for dispatch. If this correspondence returns a second time, the customer address for dispatch is compared to the customer tax address in the host system. In case of a difference between these two customer addresses, the returned consignment is sent a third time to the customer address of tax. At the same time, the customer address for dispatch is deleted in the existing system. In case of a third returned consignment, the customer account is locked with the lock reason returned consignment, and the returned consignment is collected in the customer records. If no customer record exists, a new one is to be created. The next task is to check the customer’s resident status . If the resident status ...

Context 2

... information object and process steps belong to which component. The relationships are modeled in the BCI-3D method using a weighted graph. The nodes represent either information objects or process steps and the edges characterize the relationships between the nodes. Weights are used to define the different types and subtypes of relationships and build the basis for assigning nodes and information objects to components. In order to optimize its display, the graph is visualized in a three-dimensional representation having the process steps and information objects arranged in circles and without showing the corresponding weights (see Fig. 5). By satisfying defined metrics such as minimal communication between and maximal compactness within business components, the BCI-3D method groups process steps and their corresponding information objects with the aim of obtaining an abstract component model in a top-down way. The constraint of providing optimal grouping while minimizing communication means that an optimization problem needs to be solved with a genetic algorithm. The algorithm starts with a predefined solution and improves it by incremental iteration [19]. The starting solution is generated using a greedy graph-partitioning algorithm [26]. For improving the initial solution, the Kernighan and Lin graph-partitioning algorithm [27] has been implemented. The result of applying the BCI -3D method to a defined domain results in a business component model, describing their relationships and provided and/or required services. To illustrate the domain scope and component identification sub-phases with their resulting diagrams and models, the BCM process is applied to the domain of direct banking customer services described in the next sections. A sustainable economic growth of direct banks in the German banking sector particularly depends on efficient cost structures as well as cost-effective and quality- conscious customer service processes. Compared to traditional banks, the direct banking sector in Germany is characterized by high rates of customer growth. Due to this fact, new challenges regarding business processes and IT systems arise. The risk of growing internal costs due to inefficiencies of the implemented service processes and service tasks has to be managed at an early stage. Consequently, the business domain service , and particularly the domain customer services , is in the focus of interest of a direct bank. The business processes in the mentioned business domains are heavily dependent on guidelines and directives. In the example case, these directives are defined and modeled by a company-wide process department. Fig. 4 illustrates an example directive. A directive describes the business tasks, the corresponding responsible organizational units (cost center) and the related resources in a graphical based form. To each of these business process steps, guidelines focuses on legal restrictions, check criteria or documentation needs. The implementation and daily handling of these guidelines and directives are periodically audited and evaluated in an internal review. The sum of all guidelines and directives can be seen as a complete reference model for the domain direct banking customer service. The reference model of one of the leading direct banks in Germany has been used to analyze the domain of customer service. The actual handling of the customer services is mostly characterized by manual business processes. Information is either entered directly in the supporting IT system or integrated via the web front-end of the customer portal. The main problems are system inflexibility concerning the automation of functionality and integration of new business requirements in the IT system on the one hand and difficulties concerning the full integration of the system landscape, especially the information exchange with the mother bank on the other hand. Due to this fact there are cost and time intensive inefficiencies in the customer processes as well as supplementary costs of the error handling of the information integration in the system landscape. In order to model the business functionality of the example domain, functional decomposition diagrams, as used in the ARIS methodology by [23], have been used for describing business tasks and business activities. A functional decomposition diagram splits the main tasks of a business process in four areas: Task area , Function area , Sub-function area and Elementary function area . A more detailed splitting of business process tasks is not efficient regarding a general management view. Fig. 2 illustrates for the customer service domain the task area Service in a functional decomposition diagram. Due to space limitations, we do not provide the process models which visualize the execution order of the single business tasks and activities. The task area Services provides several functions such as Customer Services, Administration Services and Helpdesk Services. In Fig. 2 only the Customer Services function and an extract of its sub-functions are listed. The complete range of sub- functions within the customer services function can be restricted to 27. In the present case, ’relevant’ sub-functions were limited to tasks considered in the daily contribution margin calculation. This limitation facilitates the focus on the most commonly used and most expensive tasks and it considers more than 90 % of the whole business activities in the mentioned domain. To get a better understanding of customer services in the direct banking sector, selected sub-functions (highlighted grey in Fig. 2) are described. In this context, the description of tasks is always in the form ‘verb - subject – adverb’ in order to standardize their description and to avoid ambiguity of the modeling notation. The sub-function Customer address change / Master data change provides tasks like “change name” or “change customer address” for example in case of marriage, divorce or removal. For all these tasks, the differentiation of the communication channel used is important, for example concerning business intelligence requirements, such as calculating the customer service process costs (contribution margin) and controlling the requirements of the different communication channels in the future. A precondition to change the customer master data via mobile device, Internet or telephone is a valid customer legitimization. Therefore, that sub-function also describes typical direct banking tasks like legitimization of persons by means of the PostIdent proceeding. The German PostIdent proceeding is the standard person legitimization proceeding accomplished by the Deutsche Post AG. The next logical step after creation and legitimization of a customer is the account opening. Therefore, the corresponding sub-function Account opening provides tasks such as “check residential status of customer” in case of an abroad customer address for dispatch. If the customer wants to trade options or financial futures, a clarification of trading risks has to be collected and a risk group has to be calculated. The differentiation of the used communication channels in this sub-function is also an important step. The last steps in the customer lifecycle are the customer inheritance business task, listed as sub-function Inheritance management in the functional decomposition diagram. The first task is the request of an official inheritance confirmation. Afterwards, the bank has to check and delete standing orders for exactly defined cases and criteria. If the customer has a maestro or credit card, these cards have to be locked, and the credit card service provider has to be informed. Additionally, the tax authorities have to be informed about the account balance of the last day before the inheritance. In case of clarified inheritance, the last task is the disclosure of the customer accounts. The last sub-function we describe is Returned consignment . As described above, each of the illustrated sub-functions listed in figure 2 includes several tasks, which are listed in the functional decomposition diagram by means of elementary functions. Due to space limitations we only list and describe the elementary functions of the Returned consignment sub-function in more detail. At first, a returned consignment has to be checked and classified. In special cases like PIN numbers or TAN lists, the returned consignment has to be destroyed immediately. In all other cases, it has to be verified if the address of the returned consignment matches the most recent customer address for dispatch in the service system ( check customer address in own system ). If the customer address is corresponding and no lock reason is set in the system ( check lock reason returned consignment ), the cover of the new correspondence is marked with “2” , and it is then sent to the same customer address for dispatch. If this correspondence returns a second time, the customer address for dispatch is compared to the customer tax address in the host system. In case of a difference between these two customer addresses, the returned consignment is sent a third time to the customer address of tax. At the same time, the customer address for dispatch is deleted in the existing system. In case of a third returned consignment, the customer account is locked with the lock reason returned consignment, and the returned consignment is collected in the customer records. If no customer record exists, a new one is to be created. The next task is to check the customer’s resident status . If the resident status is “non- resident”, the internal audit is to be informed. If the resident status is “resident”, an address match is made with forward orders of the Deutsche Post AG. If there is still no new customer address identified, an address research is started. Therefore, the mortality database is scanned. If new information about the customer address cannot be found, the so-called EMA ...

Context 3

... weights (see Fig. 5). By satisfying defined metrics such as minimal communication between and maximal compactness within business components, the BCI-3D method groups process steps and their corresponding information objects with the aim of obtaining an abstract component model in a top-down way. The constraint of providing optimal grouping while minimizing communication means that an optimization problem needs to be solved with a genetic algorithm. The algorithm starts with a predefined solution and improves it by incremental iteration [19]. The starting solution is generated using a greedy graph-partitioning algorithm [26]. For improving the initial solution, the Kernighan and Lin graph-partitioning algorithm [27] has been implemented. The result of applying the BCI -3D method to a defined domain results in a business component model, describing their relationships and provided and/or required services. To illustrate the domain scope and component identification sub-phases with their resulting diagrams and models, the BCM process is applied to the domain of direct banking customer services described in the next sections. A sustainable economic growth of direct banks in the German banking sector particularly depends on efficient cost structures as well as cost-effective and quality- conscious customer service processes. Compared to traditional banks, the direct banking sector in Germany is characterized by high rates of customer growth. Due to this fact, new challenges regarding business processes and IT systems arise. The risk of growing internal costs due to inefficiencies of the implemented service processes and service tasks has to be managed at an early stage. Consequently, the business domain service , and particularly the domain customer services , is in the focus of interest of a direct bank. The business processes in the mentioned business domains are heavily dependent on guidelines and directives. In the example case, these directives are defined and modeled by a company-wide process department. Fig. 4 illustrates an example directive. A directive describes the business tasks, the corresponding responsible organizational units (cost center) and the related resources in a graphical based form. To each of these business process steps, guidelines focuses on legal restrictions, check criteria or documentation needs. The implementation and daily handling of these guidelines and directives are periodically audited and evaluated in an internal review. The sum of all guidelines and directives can be seen as a complete reference model for the domain direct banking customer service. The reference model of one of the leading direct banks in Germany has been used to analyze the domain of customer service. The actual handling of the customer services is mostly characterized by manual business processes. Information is either entered directly in the supporting IT system or integrated via the web front-end of the customer portal. The main problems are system inflexibility concerning the automation of functionality and integration of new business requirements in the IT system on the one hand and difficulties concerning the full integration of the system landscape, especially the information exchange with the mother bank on the other hand. Due to this fact there are cost and time intensive inefficiencies in the customer processes as well as supplementary costs of the error handling of the information integration in the system landscape. In order to model the business functionality of the example domain, functional decomposition diagrams, as used in the ARIS methodology by [23], have been used for describing business tasks and business activities. A functional decomposition diagram splits the main tasks of a business process in four areas: Task area , Function area , Sub-function area and Elementary function area . A more detailed splitting of business process tasks is not efficient regarding a general management view. Fig. 2 illustrates for the customer service domain the task area Service in a functional decomposition diagram. Due to space limitations, we do not provide the process models which visualize the execution order of the single business tasks and activities. The task area Services provides several functions such as Customer Services, Administration Services and Helpdesk Services. In Fig. 2 only the Customer Services function and an extract of its sub-functions are listed. The complete range of sub- functions within the customer services function can be restricted to 27. In the present case, ’relevant’ sub-functions were limited to tasks considered in the daily contribution margin calculation. This limitation facilitates the focus on the most commonly used and most expensive tasks and it considers more than 90 % of the whole business activities in the mentioned domain. To get a better understanding of customer services in the direct banking sector, selected sub-functions (highlighted grey in Fig. 2) are described. In this context, the description of tasks is always in the form ‘verb - subject – adverb’ in order to standardize their description and to avoid ambiguity of the modeling notation. The sub-function Customer address change / Master data change provides tasks like “change name” or “change customer address” for example in case of marriage, divorce or removal. For all these tasks, the differentiation of the communication channel used is important, for example concerning business intelligence requirements, such as calculating the customer service process costs (contribution margin) and controlling the requirements of the different communication channels in the future. A precondition to change the customer master data via mobile device, Internet or telephone is a valid customer legitimization. Therefore, that sub-function also describes typical direct banking tasks like legitimization of persons by means of the PostIdent proceeding. The German PostIdent proceeding is the standard person legitimization proceeding accomplished by the Deutsche Post AG. The next logical step after creation and legitimization of a customer is the account opening. Therefore, the corresponding sub-function Account opening provides tasks such as “check residential status of customer” in case of an abroad customer address for dispatch. If the customer wants to trade options or financial futures, a clarification of trading risks has to be collected and a risk group has to be calculated. The differentiation of the used communication channels in this sub-function is also an important step. The last steps in the customer lifecycle are the customer inheritance business task, listed as sub-function Inheritance management in the functional decomposition diagram. The first task is the request of an official inheritance confirmation. Afterwards, the bank has to check and delete standing orders for exactly defined cases and criteria. If the customer has a maestro or credit card, these cards have to be locked, and the credit card service provider has to be informed. Additionally, the tax authorities have to be informed about the account balance of the last day before the inheritance. In case of clarified inheritance, the last task is the disclosure of the customer accounts. The last sub-function we describe is Returned consignment . As described above, each of the illustrated sub-functions listed in figure 2 includes several tasks, which are listed in the functional decomposition diagram by means of elementary functions. Due to space limitations we only list and describe the elementary functions of the Returned consignment sub-function in more detail. At first, a returned consignment has to be checked and classified. In special cases like PIN numbers or TAN lists, the returned consignment has to be destroyed immediately. In all other cases, it has to be verified if the address of the returned consignment matches the most recent customer address for dispatch in the service system ( check customer address in own system ). If the customer address is corresponding and no lock reason is set in the system ( check lock reason returned consignment ), the cover of the new correspondence is marked with “2” , and it is then sent to the same customer address for dispatch. If this correspondence returns a second time, the customer address for dispatch is compared to the customer tax address in the host system. In case of a difference between these two customer addresses, the returned consignment is sent a third time to the customer address of tax. At the same time, the customer address for dispatch is deleted in the existing system. In case of a third returned consignment, the customer account is locked with the lock reason returned consignment, and the returned consignment is collected in the customer records. If no customer record exists, a new one is to be created. The next task is to check the customer’s resident status . If the resident status is “non- resident”, the internal audit is to be informed. If the resident status is “resident”, an address match is made with forward orders of the Deutsche Post AG. If there is still no new customer address identified, an address research is started. Therefore, the mortality database is scanned. If new information about the customer address cannot be found, the so-called EMA requests are scanned. An EMA request is a request from other companies like shippers who had similar problems with this customer. If there is no address match in the EMA files, a new EMA entry is made. After 6 months, the customer account is checked for discharge. Therefore, a supervision charge is accounted. If a custody account also exists, it will be disposed at the same time. Finally, the account balance is written off with respect to the defined detailed instructions. The customer account is deleted . Finally, all the documents, protocols and official forms have to be archived . A functional decomposition diagram ...

Context 4

... and directives are periodically audited and evaluated in an internal review. The sum of all guidelines and directives can be seen as a complete reference model for the domain direct banking customer service. The reference model of one of the leading direct banks in Germany has been used to analyze the domain of customer service. The actual handling of the customer services is mostly characterized by manual business processes. Information is either entered directly in the supporting IT system or integrated via the web front-end of the customer portal. The main problems are system inflexibility concerning the automation of functionality and integration of new business requirements in the IT system on the one hand and difficulties concerning the full integration of the system landscape, especially the information exchange with the mother bank on the other hand. Due to this fact there are cost and time intensive inefficiencies in the customer processes as well as supplementary costs of the error handling of the information integration in the system landscape. In order to model the business functionality of the example domain, functional decomposition diagrams, as used in the ARIS methodology by [23], have been used for describing business tasks and business activities. A functional decomposition diagram splits the main tasks of a business process in four areas: Task area , Function area , Sub-function area and Elementary function area . A more detailed splitting of business process tasks is not efficient regarding a general management view. Fig. 2 illustrates for the customer service domain the task area Service in a functional decomposition diagram. Due to space limitations, we do not provide the process models which visualize the execution order of the single business tasks and activities. The task area Services provides several functions such as Customer Services, Administration Services and Helpdesk Services. In Fig. 2 only the Customer Services function and an extract of its sub-functions are listed. The complete range of sub- functions within the customer services function can be restricted to 27. In the present case, ’relevant’ sub-functions were limited to tasks considered in the daily contribution margin calculation. This limitation facilitates the focus on the most commonly used and most expensive tasks and it considers more than 90 % of the whole business activities in the mentioned domain. To get a better understanding of customer services in the direct banking sector, selected sub-functions (highlighted grey in Fig. 2) are described. In this context, the description of tasks is always in the form ‘verb - subject – adverb’ in order to standardize their description and to avoid ambiguity of the modeling notation. The sub-function Customer address change / Master data change provides tasks like “change name” or “change customer address” for example in case of marriage, divorce or removal. For all these tasks, the differentiation of the communication channel used is important, for example concerning business intelligence requirements, such as calculating the customer service process costs (contribution margin) and controlling the requirements of the different communication channels in the future. A precondition to change the customer master data via mobile device, Internet or telephone is a valid customer legitimization. Therefore, that sub-function also describes typical direct banking tasks like legitimization of persons by means of the PostIdent proceeding. The German PostIdent proceeding is the standard person legitimization proceeding accomplished by the Deutsche Post AG. The next logical step after creation and legitimization of a customer is the account opening. Therefore, the corresponding sub-function Account opening provides tasks such as “check residential status of customer” in case of an abroad customer address for dispatch. If the customer wants to trade options or financial futures, a clarification of trading risks has to be collected and a risk group has to be calculated. The differentiation of the used communication channels in this sub-function is also an important step. The last steps in the customer lifecycle are the customer inheritance business task, listed as sub-function Inheritance management in the functional decomposition diagram. The first task is the request of an official inheritance confirmation. Afterwards, the bank has to check and delete standing orders for exactly defined cases and criteria. If the customer has a maestro or credit card, these cards have to be locked, and the credit card service provider has to be informed. Additionally, the tax authorities have to be informed about the account balance of the last day before the inheritance. In case of clarified inheritance, the last task is the disclosure of the customer accounts. The last sub-function we describe is Returned consignment . As described above, each of the illustrated sub-functions listed in figure 2 includes several tasks, which are listed in the functional decomposition diagram by means of elementary functions. Due to space limitations we only list and describe the elementary functions of the Returned consignment sub-function in more detail. At first, a returned consignment has to be checked and classified. In special cases like PIN numbers or TAN lists, the returned consignment has to be destroyed immediately. In all other cases, it has to be verified if the address of the returned consignment matches the most recent customer address for dispatch in the service system ( check customer address in own system ). If the customer address is corresponding and no lock reason is set in the system ( check lock reason returned consignment ), the cover of the new correspondence is marked with “2” , and it is then sent to the same customer address for dispatch. If this correspondence returns a second time, the customer address for dispatch is compared to the customer tax address in the host system. In case of a difference between these two customer addresses, the returned consignment is sent a third time to the customer address of tax. At the same time, the customer address for dispatch is deleted in the existing system. In case of a third returned consignment, the customer account is locked with the lock reason returned consignment, and the returned consignment is collected in the customer records. If no customer record exists, a new one is to be created. The next task is to check the customer’s resident status . If the resident status is “non- resident”, the internal audit is to be informed. If the resident status is “resident”, an address match is made with forward orders of the Deutsche Post AG. If there is still no new customer address identified, an address research is started. Therefore, the mortality database is scanned. If new information about the customer address cannot be found, the so-called EMA requests are scanned. An EMA request is a request from other companies like shippers who had similar problems with this customer. If there is no address match in the EMA files, a new EMA entry is made. After 6 months, the customer account is checked for discharge. Therefore, a supervision charge is accounted. If a custody account also exists, it will be disposed at the same time. Finally, the account balance is written off with respect to the defined detailed instructions. The customer account is deleted . Finally, all the documents, protocols and official forms have to be archived . A functional decomposition diagram (see Fig. 3) shows all the necessary business tasks with their sub tasks, but does not refer to any information objects, such as customer address, which are used or created while executing those functions. Furthermore there is no chronological order between different tasks. Therefore, the relation between single tasks and information objects has to be modeled in an alternative manner as shown, for example, in Fig. 4. As mentioned in section 0, there are several methods concerning the modeling of business processes. In the actual case the considered direct bank uses directives and guidelines for the definition of the main tasks, their orders and their dependences. Fig. 4 illustrates such a directive. The graphical modeling is done in the Adonis tool and the provided notation possibilities. Each of these directives and guidelines are provided verbally. The guidelines determine check criteria, supervision periods and documentation necessities in detail. Every directive additionally indicates the triggering events. In the example under consideration, the triggering event is the physical entry of a returned consignment. The above mentioned destroy returned consignment task in case of PIN numbers or TAN lists is not clearly mentioned in the directive, but in the corresponding guidelines. However, the directives give hints about the relation between tasks, depending on the business environment. All available business process models are provided in the local intranet network and show the flag ‘valid’ or ‘invalid’. As consequence it can be assured, that all important business processes are companywide communicated and known. Having defined all business tasks and the corresponding information objects, the relationships between business tasks, between information objects, and between business tasks and information objects need to be defined in order to use them in the business components identification method. For the purpose of domain analysis, the two task relations standard and optional were defined. A standard relationship between tasks arises from the business process structure. In Fig. 4 the arrows reflect this relationship. The stringent following of each arrow with regard to the different tracking possibilities describes a standard relationship apart. The starting point of all standard relationships is always the triggering event. Not taking into account the final process course all ...