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Chapter 6 Structuring System Requirements: Process Modeling 1
Copyright © 2015 Pearson Education, Inc.
Chapter 6
Structuring System Requirements:
Process Modeling
Chapter Overview
This chapter continues the discussion of systems analysis, introducing students to
requirements structuring. Specifically, students are introduced to process modeling and
logic modeling. Although there are several methods and techniques available for
process modeling, this chapter focuses on Data-flow Diagrams (DFDs) because they
have been popular for many years, especially in the structured analysis and design
literature. Also, many CASE tools have incorporated DFDs into their sets of system
development tools and techniques.
Structured English and decision tables are the two logic models presented in this
chapter. The chapter discusses how Structured English statements are used to
represent the basic constructs in structured programming: sequence, choice, and
repetition. Decision tables are discussed in reference to how they can represent more
complicated processing logic than simple Structured English statements.
Instructional Objectives
Specific student learning objectives are included at the beginning of the chapter. From
an instructor’s point of view, the objectives of this chapter are to:
1. Show how data-flow diagrams can logically model processes.
2. Teach students data-flow diagram symbols and the mechanical rules necessary for
them to create accurate and well-structured process models.
3. Show students how to decompose data-flow diagrams into lower-level diagrams.
4. Illustrate the concept of balanced DFDs.
5. Explain and demonstrate the differences among the four types of DFDs: current
physical, current logical, new physical, and new logical.
6. Illustrate how data-flow diagrams can be used as tools to support systems analysis.
7. Show how Structured English can be used to model process logic.
8. Demonstrate how decision tables can be used to represent the logic of choice in
conditional statements.
9. Explain that process modeling for Internet-based electronic commerce applications
is no different than the process used for other applications.

Classroom Ideas
1. Use Figures 6–2 and 6–6 to illustrate the basic DFD symbols and the correct and
incorrect ways to draw the diagrams. Use Figure 6–3 to demonstrate the problem
with trying to include sources/sinks inside the system being modeled.
2. Once you have taught the basics of drawing DFDs, have students complete
Problems and Exercises 1 through 3 and 8 as in-class exercises that you can then
go over in class.
3. Figures 6–4, 6–5, 6–7, 6–8, 6-9 and 6-10 can be used in class to teach
decomposition. These can be followed with students completing Problems and
Exercises 6-18 and 6-24 in-class.
4. Use Figure 6–11 to illustrate unbalanced DFDs.
5. Supplement the material in this chapter on DFD mechanics, decomposition, and
balancing with your own examples, which you can work through together in class.
A good source of such examples is written organizational procedure statements.
Modified procedure statements also make good homework problems. See
Problems and Exercises 6-24 and 6-25 for examples. It is probably best to devote
at least one complete class period to working through examples. Students can
prepare these diagrams outside of class or try for the first time in class. Many
issues arise that are best handled from examples, such as the following difficulties
that students often encounter:
• identifying when to show a direct data flow between processes and
when to decouple these with a data store (emphasize that data
stores allow different processes to work at different rates and at
different times).
• deciding what activities to encompass with each process (emphasize
the principle of cohesion and the goal of each process being of
roughly equal size and complexity).
• distinguishing processes from sinks and sources (emphasize factors
such as audience and the ability to change or control in making such
distinctions).
• logical inconsistencies or ambiguities in narrative descriptions
(emphasize that this is the power of DFDs and the typical interaction
between requirements structuring and requirements determination
necessary to resolve such ambiguities).
6. Use a CASE tool in class to demonstrate other ways to model processes other than
DFDs. Have students compare and contrast these alternative methods with DFDs.
7. Using a CASE tool that supports DFDs, show in class how the tool provides for
decomposition and balancing and how DFDs are linked to the CASE repository.
Later, when teaching Chapter 6, you can show how the repository links DFDs and
entity-relationship diagrams.

8. Use a CASE tool in class to show how the tool checks for completeness,
consistency, and other elements of analysis as discussed in the chapter.
10. Work through both decision table examples contained in the text, using Figures 6–
15 and 6–16, then work through Figures 6–17 and 6–18.
Lecture Notes
As illustrated in Figure 6–1, requirements structuring is the second of the three primary
analysis phases. This chapter introduces students to two methods useful for structuring
requirements: process modeling and logic modeling,
Process Modeling
Process modeling graphically represents the processes that capture, manipulate, store,
and distribute data between a system and its environment and among components
within a system. The data-flow diagram (DFD) is the type of process model discussed
in Chapter 6. During requirements determination, information is collected about the
current and new systems. The project team will structure this information into
meaningful representations of the current and new systems. The requirements
structuring process results in several deliverables, including a context data-flow diagram,
DFDs of the current system, DFDs of the new system, and a thorough description of
each DFD component. The process modeling deliverables are listed in Table 6–1.
CASE tools facilitate the preparation of these diagrams.
Data-Flow Diagramming Mechanics
Four symbols are used on data-flow diagrams; these symbols represent data flows, data
stores, processes, and source/sinks. The Gane and Sarson symbol set is illustrated in
Figure 6–3 and is the symbol set used in this textbook. A data flow represents data that
are in motion and moving as a unit. A data flow is represented by an arrow on the data-
flow diagram. A database query, sales report, or order are examples of data flows. In
contrast to a data flow, a data store represents data at rest. On a data-flow diagram, a
data store is represented as a rectangle with its right vertical line missing. A notebook,
file folder, or customer database are examples of data stores. A process, represented
as a rectangle with rounded corners, represents the works or actions performed on data.
Sources/sinks are the origin and/or destination of data and are represented on the
data-flow diagram as squares or rectangles. Suppliers, customers, and a bank are
examples. As it relates to sources/sinks, we are not interested in the interactions that
occur between sources and sinks, what a source or sink does with information or how it
operates, how to control or redesign a source or sink, and how to provide sources and
sinks with direct access to stored data. Figure 6–4 contrasts an incorrectly drawn DFD
(a process is shown as a sink) with one that is correctly prepared.
The Hoosier Burger case illustrates the DFD development process. The boundary or
scope of Hoosier Burger’s food-ordering system is represented by a context diagram;
this diagram, illustrated in Figure 6–5, also shows the system’s interactions with its

environment. The context diagram contains only one process labeled “0” and no data
stores. After the context diagram is prepared, a level-0 diagram is drawn. The food-
ordering system’s level-0 diagram is shown in Figure 6–6. The level-0 diagram
represents a system’s major processes, data flows, and data stores at a high level of
detail.
The preparation of data-flow diagrams (DFDs) is governed by a set of rules; these rules
are summarized in Table 6–2. Two additional DFD diagramming rules are that the
inputs to a process are different from the outputs of that process and DFD objects have
unique names. Figure 6–7 shows the incorrect and correct ways to draw data-flow
diagrams. The context diagram is functionally decomposed into finer and finer detail,
resulting in the preparation of several levels of diagrams. A level-n diagram is a DFD that
is the result of n nested decompositions of a series of subprocesses from a process on a
level-0 diagram. Functional decomposition will continue until a subprocess cannot be
exploded into more detail. Primitive DFDs are the lowest level DFDs. The level-1
diagram appearing in Figure 6–8 is a decomposition of Process 1.0 on the level-0
diagram. Figure 6–9 shows a level 1 diagram. Figure 6–10 shows a level-2 diagram.
DFDs should be balanced, meaning that the inputs and outputs to a process are
conserved at the next level of decomposition. Figure 6–11 shows a set of unbalanced
DFDs. Figure 6–12 provides an example of a data-flow splitting. Table 6–3
summarizes four advanced diagramming rules. These rules address splitting composite
data flows into component data flows at the next level, the conservation principle, an
exception to balancing, and minimizing clutter on the DFD.
Using Data-Flow Diagramming in the Analysis Process
Completeness, consistency, timing considerations, the iterative nature of drawing DFDs,
and drawing primitive DFDs are five additional data-flow diagramming guidelines. DFD
completeness is the extent to which all necessary components on a data-flow diagram
have been included and fully described. CASE tools can help identify areas where the
diagrams are incomplete. It is important that each DFD element be described in the
CASE repository. DFD consistency is the extent to which information contained on one
level of a set of nested data-flow diagrams is also included on other levels. Again,
CASE tools can be used to detect inconsistencies among diagrams. DFDs do not
represent time, thus they do not reflect how often a processing activity occurs. Because
diagrams are generally not perfect on the first try, these diagrams are modified, resulting
in iterative development.
As mentioned previously, primitive DFDs are the lowest level of diagramming. The
analyst has probably reached the primitive level when she has reduced each process to
a single decision or calculation; each data store represents data about a single entity;
the system user does not care to see any more detail; every data flow does not need to
be split further to show that different data are handled in various ways; each business
form or transaction, computer online display, and report has been shown as a single
data flow; and there is a separate process for each choice on all lowest-level menu
options.
Data-flow diagrams are useful for performing gap analysis and for identifying system
inefficiencies. Gap analysis is the process of discovering discrepancies between two or

more sets of data-flow diagrams or discrepancies within a single DFD. Gap analysis
helps identify redundant data flows, data that are captured and not used by the system,
and data that are updated identically in more than one location. CASE tools aid in this
analysis.
The IBM Credit Corporation is used as an example of how DFDs are useful during
business process reengineering. As Figures 6–13 and 6–14 illustrate, data-flow
diagrams made visualizing and analyzing the financing process much easier.
Logic Modeling
Because data-flow diagrams do not show the inner workings of processes, logic models
are useful for showing this internal logic. Decision tables are a popular method for
modeling system logic. In many instances, decision logic is quite complex, and often,
decision tables are best suited for these situations. A decision table is a matrix
representation of the logic of a decision, which specifies the possible conditions for the
decision and resulting actions. A decision table consists of three parts: condition
stubs, action stubs, and rules. A decision table can be simplified by removing
indifferent conditions. Figure 6–15 shows a complex decision table; Figure 6–16
shows the simplified version. The basic procedures for decision table construction are:
(1) name the conditions and the values each condition can assume; (2) name all
possible actions that can occur; (3) list all possible rules; (4) define the actions for each
rule; and (5) simplify the decision table. Figure 6–17 shows a decision table for the
Hoosier Burger’s inventory reordering system; Figure 6–18 shows the simplified table.
PVF WebStore: Process Modeling
The authors use Pine Valley’s WebStore to illustrate process modeling for an electronic
commerce application. This example shows that process modeling for electronic
commerce applications is the same as for more traditional application development
projects. Table 6–4 outlines the WebStore’s system structure and corresponding Level-
0 processes. Figure 6–19 is a Level-0 DFD for the WebStore.
Key Terms Checkpoint Solutions
Answers for the Key Terms Checkpoint section are provided below. The number
following each key term indicates its location in the key term list.
1. data-flow diagram (5) 11. DFD consistency (9)
2. balancing (2) 12. level-n diagram (13)
3. condition stubs (3) 13. process (15)
4. level-0 diagram (12) 14. rules (17)
5. source/sink (18) 15. data store (6)
6. indifferent condition (11) 16. process modeling (16)

7. context diagram (4) 17. gap analysis (10)
8. primitive DFD (14) 18. action stubs (1)
9. DFD completeness (8)
10. decision table (7)
Review Questions Solutions
6-1. What is a data-flow diagram? Why do systems analysts use data-flow
diagrams?
A data-flow diagram is a picture of the movement of data between external entities
and the processes and data stores within a system. Systems analysts use data-
flow diagrams to help them model the processes internal to an information system
as well as how data from the system’s environment enter the system, are used by
the system, and are returned to the environment. DFDs help analysts understand
how the organization handles information and what its information needs are or
might be. Analysts also use DFDs to study alternative information handling
procedures during the process of designing new information services.
6-2. Explain the rules for drawing good data-flow diagrams.
The rules for DFDs are listed in Table 6–2 and illustrated in Figure 6–6.
Processes cannot have only outputs, cannot have only inputs, and must have a
verb phrase label. Data can move to a data store from only a process, not from
another data store or an outside source. Similarly, data can be moved to only an
outside sink or to another data store by a process. Data to and from external
sources and sinks can be moved by only processes. Data flows move in one
direction only. Both branches of a forked or a joined data flow must represent the
same data. A data flow cannot return to the process from which it originated.
6-3. What is decomposition? What is balancing? How can you determine if
DFDs are not balanced?
Decomposition is the iterative process by which a system description is broken
down into finer and finer detail, creating a set of diagrams in which one process
on a given diagram is explained in greater detail on a lower–level diagram.
Balancing is the conservation of inputs and outputs to a data-flow diagram
process when that process is decomposed to a lower level. You can determine if
a set of DFDs are balanced or not by observing whether or not a process that
appears in a level-n diagram has the same inputs and outputs when decomposed
for a lower-level diagram.
6-4. Explain the convention for naming different levels of data-flow diagrams.
The highest level DFD is called a context diagram. It represents the system as a
single process, with all the related entities and the data flows in and out of the
system. The next level diagram, called a level-0, decomposes the one process
from the context diagram into between two to nine high-level processes. Each
process in a level-0 diagram can be decomposed, if necessary. Each resulting
diagram is called a level-1. Should processes in a level-1 diagram be

decomposed, each resulting diagram would be called a level-2 diagram. Each of
these processes would be decomposed on a level-3 diagram, and so on.
6-5. How can data-flow diagrams be used as analysis tools?
DFDs can be used as analysis tools to help determine the completeness of a
system model and a model’s internal consistency, as a way to determine when
system events occur through analyzing timeliness, and, through iterative use, to
develop and check models. Analysts can study DFDs to find excessive
information handling, thus identifying areas for possible efficiencies.
6-6. Explain the guidelines for deciding when to stop decomposing DFDs.
You can stop decomposing a DFD when the following six conditions are satisfied:
(1) each process is a single decision or calculation or a single database
operation, such as retrieve, update, create, delete, or read;
(2) each data store represents data about a single entity, such as a customer,
employee, product, or order;
(3) the system user does not care to see any more detail, or when you and other
analysts have documented sufficient detail to do subsequent systems
development tasks;
(4) every data flow does not need to be split further to show that different data are
handled in different ways;
(5) you believe that you have shown each business form or transaction, computer
screen, and report as a single data flow; and
(6) you believe there is a separate process for each choice on all lowest–level
menu options for the system.
6-7. How do you decide if a system component should be represented as a
source/sink or as a process?
Sources and sinks are always outside of the system being considered. They are
of interest to the system being considered only because they represent sources of
data coming into the system and destinations for data leaving the system. If any
data processing occurs inside a source or sink, it should be of no interest to the
system being modeled. If the processing is of interest, however, or if the identified
source/sink has several inputs and outputs to and from the rest of the system, it
may be better considered as an internal process.
6-8. What unique rules apply to drawing context diagrams?
Context diagrams have only one process that represents the entire system being
modeled and shows only the data flows into and out of the system. The diagram
also includes sources and sinks, which represent the system’s environmental
boundaries. There are usually no data stores in a context diagram.
6-9. Explain what the term DFD consistency means and provide an example.
DFD consistency is the extent to which information contained on one level of a set
of nested data-flow diagrams is also included on other levels. Balancing errors
are one type of consistency violation mentioned in the textbook. For instance, a

payment data flow that appears on a level-1 diagram, but not on the level-0
diagram, is a consistency violation.
6-10.Explain what the term DFD completeness means and provide an example.
DFD completeness is the extent to which all necessary components of a data-flow
diagram have been included and fully described. A data store that does not have
any data flows coming into or out of it is a completeness violation.
6-11.How well do DFDs illustrate timing considerations for systems? Explain
your answer.
Timing considerations are not noted on DFDs. For instance indications of whether
a process occurs hourly, daily, weekly, monthly, or yearly are not made.
6-12.How can data-flow diagrams be used in business process redesign?
DFDs can graphically illustrate, at varying levels of detail, how a process or
processes work. Analysts can study DFDs of the current system and identify
areas of inefficiency. Analysts can prepare DFDs for the new system, identifying
changes for the new system.
6-13. What are the steps in creating a decision table? How do you reduce the
size and complexity of a decision table?
The steps for creating a decision table are:
(1) name the conditions and the values each condition can assume;
(2) name all possible actions that can occur;
(3) list all possible rules;
(4) define the actions for each rule; and
(5) simplify the decision table.
To reduce the size and complexity of a decision table, use separate, linked
decision tables, or use numbers that indicate sequence rather than Xs where
rules and action stubs intersect. Also, the analyst should identify indifferent
conditions and simplify the decision table.
6-14.What formula is used to calculate the number of rules a decision table must
cover?
To determine the number of rules a decision table must cover, simply determine
the number of values each condition may have and multiply the number of values
for each condition by the number of values for every other condition.
Problems and Exercises Solutions
6-15.Using the example of an online cell phone apps store, list relevant data
flows, data stores, processes, and sources/sinks. Draw a context diagram
and a level-0 diagram that represent the app store. Explain why you chose
certain elements as processes versus sources/sinks.
A suggested context diagram and level-0 diagram are provided below.

Context Diagram:
CUSTOMER
0
Apps Store
PAYMENT
PROCESSOR
APPS
DEVELOPER
Customer Order
Confirmation of Payment
Payment Information
Report of Purchase
Receipt
Level-0 Diagram:
CUSTOMER
PAYMENT
PROCESSOR
APPS
DEVELOPER
Customer Order Confirmation of Payment
Payment Information
Report of Purchase
Receipt
1.0
Receive and
Process
Customer
Order
2.0
Update App
Sales History
App Sale Data
D1: App Sales
History
Formatted Sale Data
3.0
Generate App
Sales Data
Report
Monthly Sales Data
6-16. Using the example of checking out a book from your university or college
library, draw a context diagram and a level-0 diagram. A suggested
context diagram and a level-0 diagram are provided below.
Context Diagram:

PATRON
0
LIBRARY
CHECK-OUT
SYSTEM
LIBRARY
WEB
CATALOG
Book Checkout
Request Book Availability
Information
Book Loan Information
Level-0 Diagram:
PATRON
LIBRARY
WEB
CATALOG
Book Availability
Information
1.0
Receive
Checkout
Request
Book Checkout
Request
3.0
Determine
Book
Disposition
2.0
Determine
Patron
Eligibility
4.0
Process
Request
D1: Library
Catalog
5.0
Update
Library Web
Catalog
Changes in Checkout Status
Information on
Patron Requesting
Book
Information on
Book Requested
Book Information
Patron Eligibility
Information
Book Disposition
Information
Book Checkout Status
Book Loan
Information
6-17.Evaluate your level-0 DFD from Problem and Exercise 6-16 using the rules
for drawing DFDs in this chapter. Edit your DFD so that it does not break
any of these rules.
Students should go through the rules discussed in this chapter (and presented in
Table 6–2 and Figure 6–7) one at a time and check each of their data-flow
diagrams. Alternatively, if the students are using a CASE tool to create their data-
flow diagrams, the CASE tool may be used to automatically check for errors in the
diagrams. There are no rule violations in the example DFDs, but we cannot verify
that there are no logical problems until we decompose the diagrams to a primitive
level. One obvious missing system capability is how to handle invalid orders;
typically, processes to handle abnormal conditions, like invalid orders, are shown
on primitive or at least low-level diagrams.
6-18.Choose an example like that in Problem and Exercise 6-16, and draw a
context diagram. Decompose this diagram until it doesn’t make sense to
continue. Be sure that your diagrams are balanced, as discussed in this
chapter.

Students may choose a variety of situations to use for the nth level data-flow
diagrams for this answer. Basically, students should continue the process of
decomposition until they have reached the point where no subprocess can
logically be broken down further (i.e., each process meets the definition of a
primitive process). See the level-1 data-flow diagram for this exercise, which
shows a sample decomposition of the process titled Finalize Order from the level-
0 data-flow diagram provided for Problem and Exercise 6-16. The (italicized)
labels for processes and sources/sinks without borders represent the origin or
destination of flows that pass between this subsystem and other system
components. Note that the Goods Sold File is a potential black hole or should
possibly be treated as a sink.
6-19.Refer to Figure 6-21, which contains a draft of a context and a level-0 DFD
for a university class registration system. Identify and explain potential
violations of rules and guidelines on these diagrams.
Some errors and peculiarities in these diagrams include:
• In the level–0 diagram, the data store, Class Roster, does not have
the data flow, Scheduled Classes, flowing into it. Rather, this data
flow connects processes 2 and 3; thus, these DFDs are not
balanced.
2.1
Generate
Receipt
2.2
Log Goods Sold
Data
2.3
Generate
Information For
Shipping
Goods Sold File
Receipt
Valid Order Information
Goods Sold Data
Receipt
Cap and Gown Order
Inventory Data
Validate Order
Validate Order
Cap & Gown
Company
Update Inventory File
Problem and Exercise #4
Level-1 Diagram
Level-1 Diagram

• Process 1 appears to accomplish nothing since its inflow and outflow
are identical; such processes are uninteresting and probably
unnecessary; it is possible that this process will become interesting
when it is decomposed, where validation and error handling
processes might appear.
• Process 2 does not appear to need Course Request as input in order
to perform its function, as implied by its name.
• Some students may also wonder if process 3 has input sufficient to
produce its output; for example, where are prior class registrations
kept so that process 3 can determine when a course is full?
6-20.What is the benefit of creating multiple levels of DFDs? Consider the
concept of DFD consistency, as described on page 181. Why is consistency
important to take advantage of the multiple levels of DFDs that may be
created?
Creating multiple levels of DFDs assists in ensuring that sufficient levels of detail
can be understood when structuring requirements. By creating multiple levels,
those with a need for a broad overview can focus on context and level-0
diagrams. Those with need for more detail can use the more fully decomposed
diagrams. These diagrams need to remain consistent as missing sources, sinks,
or data flows can cause inconsistency between those referring to higher and lower
level diagrams.
6-21.Why do you think analysts have different types of diagrams and other
documentation to depict different views (e.g., process, logic, and data) of an
information system?
The various views (e.g., process, logic, data) of an information system each have
their own unique characteristics and provide the most relevant information to
different information system specialists. This variety is best understood,
expressed, and managed by using diagrams and documentation that are
specifically tailored for each view of the system. For example, data-flow diagrams
are useful for capturing the flow of data through business processes, but they are
not useful for describing the forms and relationships among data. As information
systems become larger and more complex, it becomes even more important to
use the right tool and technique to develop each component of an information
system. One technique that captured all aspects of an information system model
on one diagram or in one notation would likely be too complex for systems
professionals to handle.
6-22.Consider the DFD in Figure 6–22. List three errors (rule violations) on this
DFD.
Three major errors in Figure 6–22 are:
• Process 1.0 (P2) has only inputs, making it a “black hole”.
• Data flow DF5 should not move directly from source E1 to data store
DS1 without first going through a process.

• Data flow DF1 should not move directly from source E1 to sink E2
without first going through a process.
• Other peculiarities (such as Process 1.0 has label P2 and the data
store has only a label, not a number) are only that, not errors.
6-23.Consider the three DFDs in Figure 6–23. List three errors (rule violations)
on these DFDs.
These diagrams show the decomposition of process P1 on the level-0 diagram.
Three particular logical errors in Figure 6–23 are:
• The data store DS1, not DS2, should be represented on the level-1
diagram.
• DF6 is an inflow to sub process 1.2 on the level-1 but is an outflow
on the context diagram. The arrow is in reverse.
• Data flow DF3 should be an outflow on the level-1 diagram, and data
flow DF6 should not be on the level-1 diagram.
• Process P1.4.2 has no inputs and is thus a “miracle.”
6-24.Starting with a context diagram, draw as many nested DFDs as you
consider necessary to represent all of the details of the patient flow
management system described in the following narrative. You must draw at
least a context diagram and a level-0 diagram. In drawing these diagrams, if
you discover that the narrative is incomplete, make up reasonable
explanations to complete the story. Provide these extra explanations along
with the diagrams.
Dr. Frank’s walk-in clinic has decided to go paperless and will use an
information system to help move patient through the clinic as efficiently as
possible. Patients enter the system at the front desk by providing
demographic information to the personnel. If this is the first time the
patient has been seen, insurance and basic demographic information is
collected from the patient. If the patient has been seen previously, the
patient is asked to verify the information pulled from the patient registry.
The front desk person then updates the patient registry and ensures that
the patient has a chart in the electronic medical records system; if not, a
new medical record is started by placing formatted demographics into a
blank medical record. The front desk person then enters the medical
record ID into the system. Next, a medical technician collects the patient’s
health history, weight, height, temperature, blood pressure, and other
medical information, and combines this information with any information
from the patient’s medical record, summarizing the information into a
health trend. A doctor then sees the patient, prescribes medication or
treatment where appropriate based on the medical trend, and sends the
patient to checkout. The employee at checkout updates the patient’s
electronic medical record and provides prescriptions for medications or
treatments and a printed record of the health services received.
CONTEXT DIAGRAM:

PATIENT
0
Patient Flow
Management
System
Health Information
Demographic Information
Record of Services
Treatment Plan
Level-0 Diagram:
PATIENT
Health Information
Demographic
Information
1.0
Process
Demographic
Information
2.0
Process
Health
Information
Electronic Medical
Record ID
3.0
Create
Treatment
Plan
4.0
Finalize Visit
Treatment Plan
Record of Services
Diagnoses and
Prescriptions
D1: Patient
Registry
Updated
Demographics
Existing Patient
Demographics
D2: Electronic
Medical
Record
Formatted
Demographics
Prior Health
Information
Health Trend Information
Updated Health
Information
6-25. a. Starting with a context diagram, draw as many nested DFDs as you
consider necessary to represent all of the details of the engineering
document management system described in the following narrative. You
must draw at least a context diagram and a level-0 diagram. In drawing
these diagrams, if you discover that the narrative is incomplete, make up
reasonable explanations to complete the story. Provide these extra
explanations along with the diagrams.
Projects, Inc. is an engineering firm with approximately 500 engineers that
provide mechanical engineering assistance to organizations, which requires
managing many documents. Projects, Inc. is known for its strong emphasis
on change management and quality assurance procedures. The customer
provides detailed information when requesting a document through a web
portal. An engineer is assigned to write the first draft of the requested
document. Upon completion, two peer engineers review the document to
ensure that it is correct and meets the requirements. These reviewers may
require changes or may approve the document as-is. The document is
updated until the reviewers are satisfied with the quality of the document.
The document is then sent to the customer for approval. The customer can
require changes or accept the document. When the customer requires
changes, an engineer is assigned to make the changes to the document.
When those changes are made, two other engineers must review those

changes. When those reviewers are satisfied with the changes, the
document is sent back to the customer. This may happen through several
iterations until the customer is satisfied with the document.
Context:
CUSTOMER ENGINEERS
0
Document
Management
System
Document Request
Document Requirements
Document Draft
Document Review Result
Document To Review
Document Draft
Acceptance Decision
Level-0:
CUSTOMER
ENGINEERS
Document Request
Document
Requirements
Document Draft
Document To Review
Document Draft
Acceptance Decision
1.0
Process
Document
Request
2.0
Complete
Draft
4.0
Approve Draft
3.0
Review Draft
Requirements for Document
Unreviewed
Document Draft
Reviewed
Document Draft
Review
Required
Changes
Customer
Required
Changes
b. Analyze the DFDs you created in Part a. What recommendations for
improvements can you make based on this analysis? Draw new logical
DFDs that represent the requirements you would suggest for an
improved document management system. Remember, these are to be
logical DFDs, so consider improvements independent of technology that
can be used to support the management of these documents.
The DFDs show an inherent weakness in the processes used for the data to
flow. The document may go through several revisions before the customer has
seen any information from the document, thereby wasting a massive amount
of effort. A better process would seek customer input on the requirements that
are used as input into the 2.0 Complete Draft process. This could be done by
extending the process using this as the Level-1 diagram. Note that this is not
balanced with the context diagram above.
Level-1:

CUSTOMER
ENGINEERS
Document Request
Document
Requirements
Document Draft
Document To Review
Document Draft
Acceptance Decision
2.0
Complete
Draft
4.0
Approve Draft
3.0
Review Draft
Approved Requirements for Document
Unreviewed
Document Draft
Reviewed
Document Draft
Review
Required
Changes
Customer
Required
Changes
1.1
Receive
Document
Request
1.2
Approve
Document
Requirements
1.3
Update
Document
Requirements
Preliminary Document
Requirements
Requirements for Approval
Req Approval Decision
6-26.A company has various rules for how payments to suppliers are to be
authorized. Some payments are in response to an approved purchase order.
For approved purchase orders under $5,000, the accounting clerk can
immediately issue a check against that purchase order and sign the check.
For approved purchase orders between $5,000 and $10,000, the accounting
clerk can immediately issue a check but must additionally obtain a second
signature. Payments for approved purchase orders over $10,000 always
require the approval of the accounting manager to issue the check as well
as the signature of two accounting clerks. Payments that are not covered by
a purchase order that are under $5,000 must be approved by the accounting
manager and a departmental manager that will absorb the cost of the
payment into that department’s budget. Such checks can be signed by a
single accounting clerk. Payments that are not covered by a purchase order
that are between $5,000 and $10,000 must be approved by the accounting
manager and a departmental manager, and the check must have two
signatures. Finally, payments that are not covered by a purchase order that
exceed $10,000 must be approved by a department manager, the accounting
manager, and the Chief Financial Officer. Such checks require two
signatures. Use a decision table to represent the logic in this process. Write
down any assumptions you have to make.

1 2 3 4 5 6
Approved Purchase Order Y Y Y N N N
Purchase Amount S M L S M L
Two Signatures X X X X
Accounting Manager Approval X X X X
Department Manager Approval X X X
CFO Approval X
Rules
Purchase Amount:
S = < $5,000
M = $5,000 - $10,000
L = > $10,000
6-27.A relatively small company that sells eyeglasses to the public wants to
incentivize its sales staff to upsell customers on higher-quality frames,
lenses, and options. To do this, the company has decided to pay the sales
representatives based on a percentage of the profit earned on the glasses.
All sales representatives will earn 15% of the profit on the eyeglasses.
However, the owners are concerned that the sales staff will fear earning less
than they do now. Therefore, those who were already working at the
company are grandfathered into an arrangement where the workers are
guaranteed to earn at least their base salary. Newly hired employees,
however, are guaranteed only minimum wage based on the hours worked.
To ensure only productive employees are retained, employees who are
underperforming for 3 months in a row are automatically terminated. For
those employees who are grandfathered in, any month where the
representative earns only the salary is considered underperforming. For
newer employees, the bottom quarter of the employees based on profit
earned per hour worked are considered underperforming. Use a decision
table to represent the logic in this process. Write down any assumptions
you have to make.
Before reducing, we can have a table like this:

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Grandfathered in with Salary Y Y Y Y Y Y Y Y N N N N N N N N
Less Commission than Salary Y Y Y Y N N N N Y Y Y Y N N N N
Less Commission than Minimum Wage Y Y N N Y Y N N Y Y N N Y Y N N
Underperforming for last 2 months Y N Y N Y N Y N Y N Y N Y N Y N
Pay Salary X X X X
Pay Minimum Wage X X X X
Pay Commission Amount X X X X X X X X
Mark as Underperforming X X X X X X X X
Terminate Employment X X X X
Rules
After reducing, we have a decision table like this:
1 2 3 4 5 6
Grandfathered in with Salary Y Y Y N N N
Less Commission than Salary Y Y N - - -
Less Commission than Minimum Wage - - - Y Y N
Underperforming for last 2 months Y N - Y N -
Pay Salary X X
Pay Minimum Wage X X
Pay Commission Amount X X
Mark as Underperforming X X X X
Terminate Employment X X
Rules
6-28.A large technology company receives thousands of applications per day
from software engineers who hope to work for that company. To help
manage the constant flow of applications, a process has been created to
streamline identifying applicants for specific openings as they occur. Those
applications that are not in an approved file format are discarded and not
processed in any way. All applications are first fact-checked automatically
by detecting any inconsistencies with the application and the resume, as
well as other resume sites available online. For any applications with more
than one inconsistency, the application is automatically rejected as
untruthful. Next, the application is checked against the database of other
applications already in the system. If such an application exists, the older
application is purged and the new application continues processing. Any
applications that do not contain at least 15 of the top 200 keywords that the
company is looking for are rejected. Next, the phone numbers of references
are checked to ensure they are a valid, working phone number. These
applicants are then retained in a searchable database. When managers send
a hiring request, the fifty best applications that most closely match the
desired attributes are sent to the manager. That manager selects the top 10

applications, which are then screened for bad credit, with credit scores
below 500 eliminated from the hiring process. If there are at least 5
remaining candidates, they are all invited to participate in phone interviews.
If there are fewer than 5 remaining candidates, the next 10 best matches are
added to the pool and screened for poor credit, and any remaining
candidates are invited to participate in phone interviews. Present this logic
in a decision table. Write down any assumptions you have to make.
1 2 3 4 5 6 7 8 9 10 11 12
Valid Format N Y Y Y Y Y Y Y Y Y Y Y
More than one inconsistency - Y N N N N N N N N N N
Another application exists - - Y Y Y Y Y N N N N N
Contains top key words - - Y Y Y Y N Y Y Y Y N
Phone numbers invalid - - Y N N N - Y N N N -
Among top 10 matches - - - Y Y N - - Y Y N -
Low credit score - - - Y N - - - Y N - -
Reject Application X X X X X X
Purge Old Application X X X X
Retain Application X X X X X X
Phone Interview X X
Rules

6-29.A huge retail store must carefully manage its inventory levels. Stock-outs
(where there is none of an item on a shelf) can cause missed sales, while
too much inventory costs the company money in storage, ties up capital,
and carries the risk of the products losing value. To balance these
requirements, the store has chosen to use just-in-time ordering. To
accomplish this, reorders are automatically generated by an information
system (called the reorder system). Each item has a floor value, which is the
fewest units of an item that should be in the store at all time, as well as a
ceiling value, which is the maximum number of units that can be stored on
the allocated shelf space. Vendors are required to commit to delivering
product in either two days or one week. For vendors of the two day plan, the
reorder system calculates the amount of product purchased by customers
in the past week, doubles the quantity, and then adds the inventory floor.
The quantity on-hand is then subtracted. This is the desired order quantity.
If this quantity added to the current inventory is greater than the ceiling,
then the order quantity is reduced to the ceiling value less on-hand quantity.
If the desired order quantity is greater than the sales for the previous
month, a special report is generated and provided to management and the
order must be approved before being sent to the vendor. All other orders
are automatically placed with the vendor. However, if a product experiences
a stock-out, an emergency order is automatically generated for the ceiling
amount or the quantity sold in the last month, whichever is less. For
vendors on the one week plan, the reorder system calculates the amount of
inventory sold in the last two weeks, doubles the quantity, and then adds
the floor to create the desired stock level. If this level is greater than the
ceiling, the desired stock level is lowered to the ceiling and a report is
generated for management to determine if more space should be allocated.
The on-hand stock is subtracted from the desired stock level, yielding the
desired order level. If the desired order level is greater than the number of
units sold in the last two months, a special report is generated and provided
to management and the order must be approved before being sent to the
vendor. All other orders are automatically placed with the vendor. However,
if a product experiences a stock-out, an emergency order is automatically
generated for the ceiling amount or the quantity sold in the last month,
whichever is less. Present this logic in a decision table. Write down any
assumptions you have to make.

1 2 3 4 5 6 7 8 9
Stock-Out N N N N N N N N Y
Delivery Agreement D D D D W W W W -
Desired Order Level Exceeds Ceiling Y Y N N Y Y N N -
Desired Order Exceeds Previous Month Sales Y N Y N - - - - -
Desired Order Exceeds Previous 2 Months Sales - - - - N Y Y N -
Order lesser of ceiling or last month's sales X
Generate report and hold for approval X X X X
Generate report to look at allocated space X X
Lower desired order quantity to ceiling X X X X
Automatically place order with vendor X X X X X
Rules
Discussion Questions Solutions
6-30.Discuss the importance of diagramming tools for process modeling.
Without such tools, what would an analyst do to model diagrams?
Diagramming tools speed the development of DFDs. Most importantly, CASE
tools can aid in the analysis of these diagrams, helping to determine their
completeness and consistency. One alternative that analysts have is to generate
the diagrams by hand. This, however, is a very inefficient, error-prone alternative.
6-31.Think and write about how data-flow diagrams might be modified to allow
for time considerations to be adequately incorporated.
Students should identify several creative, innovative methods. One suggestion is
to make notations on the data flows and in the processes to indicate their timing.
You might also encourage students to contrast data-flow diagrams with state
diagrams (presented in Appendix A).
6-32.How would you answer someone who told you that data-flow diagrams
were too simple and took too long to draw to be of much use? What if they
also said that keeping data-flow diagrams up-to-date took too much effort,
compared to the potential benefits?
The simplicity of DFDs is part of their appeal. The information contained in the
DFDs is very useful, understandable, and valuable. DFDs can serve as a
communication tool between analysts and end users, with the end users easily
interpreting the information conveyed in these diagrams. Also, DFDs are very
beneficial for performing gap analysis. A strong argument can be made for the
use of CASE tools and the ability of these tools to speed DFD development, as
well as systems development, and the ease with which CASE tools can update
DFDs.

6-33.Find another example of where data-flow diagrams were successfully used
to support business process reengineering. Write a report, complete with
DFDs, about what you found.
Encourage students to locate case studies of companies that have recently
undergone a reengineering process. Case studies are available in trade journals,
in the library, and on the Web.
Case Problems Solutions
6-34. Pine Valley Case Exercises Solutions
a. Construct a context data-flow diagram, illustrating the Customer Tracking
System’s scope.
A suggested context diagram is provided below.
0
Customer
Tracking
System
WebStore Customer
Management
Purchasing
Fulfillment
Existing Online Customer Id
New Online Customer ID and Profile Request
Existing Online Customer Profile
New Customer ID
Online Customer’s Purchase
Follow-Up Sales
Promotion
Trend
Analysis
Query
Query-Based Report
Customer’s
Purchase
Existing Customer ID
New Customer ID and Profile
Existing Customer
Information
New Customer ID
and Profile Request
Pine Valley Furniture, Part a
Context Diagram
b. Construct a level-0 diagram for the Customer Tracking System.
While student interpretations will vary, a suggested answer is provided below.
Part a Context Diagram

Purchasing
Fulfillment
Web Store
1
Verify Customer
Account
5
Generate
Management
Report
3
Analyze
Customer
Purchasing
Activity
Management
Sales
Customer
2
Collect
Customer
Purchasing
Activity 4
Generate
Follow-Up Sales
Promotion
Inventory
Purchasing
Fulfillment
Customer
Existing Customer
Information
Request
Existing Online
Customer ID
New Online
Customer ID and
Profile Request
Existing
Online
Customer
Profile
New
Customer
ID
Online Customer’s
Purchase
Matching
Customer
Profile
New
Customer
ID
and
Profile
Customer’s Purchase
Updated
Customer
Purchase
History
Customer
Profile
Customer’s Recent Purchase Activity
Reserved
Inventory
Follow-Up Sales Promotion
Inventory Status
Inventory
Information
S
a
l
e
s
I
n
f
o
r
m
a
t
i
o
n
Sales Trends
Trend
Analysis
Query
Query-Based Report
Pine Valley Furniture, Part b
Level-0 Diagram
c. Using the level-0 diagram that you constructed above, select one of the
level-0 processes, and prepare a level-1 diagram.
While student interpretations will vary, a suggested answer is provided below.
Part b Level-0 Diagram

d. Exchange your diagrams with another class member. Ask your class
member to review your diagrams for completeness and consistency. What
errors did he or she find? Correct these errors.
Encourage students to review the data-flow diagramming rules presented in Table
6-2. Using these rules as a guide, students should then evaluate their
classmates’ diagrams.
6-35. Hoosier Burger Case Exercises Solutions
a. Modify the Hoosier Burger context-level data-flow diagram (Figure 6–4) to
reflect the changes mentioned in the case.
Student interpretations may vary; a suggested answer follows.
1.1
Verify Current
Customer
Status
1.2
Create New
Customer ID
and Profile
WebStore
Purchasing
Fulfillment
Customer
1.3
Match Existing
Customer ID
with Profile
New Customer ID
Existing Online
Customer ID
New Online Customer ID and
Profile Request
Existing Online
Customer Profile
Existing Customer Information
New Customer ID and Profile Request
Valid
Existing
Customer
ID
Valid New Customer ID and Profile Request
Available
Customer
ID
New
Customer
ID
and
Profile
Matching Customer Profile
Existing Customer Profile
Pine Valley Furniture, Part c
Level-1 Diagram
Level-1 Diagram

0
Food Ordering
System
Customer Kitchen
Restaurant
Manager
Delivery Order Receipt
Delivery Order Request
Customer Order
Receipt
Delivery Payment/Order Ticket
Food Order
Delivery Food Order
Order Ticket Accompanying Delivery Order
Management Reports
Reconciled Delivery Order Report
Hoosier Burger, Part a
Context-Level Diagram

Customer Kitchen
1
Receive and
Transform
Customer Food
Order
3
Update
Inventory File
2
Update Goods
Sold File
Goods Sold File Inventory File
4
Produce
Management
Reports
Inventory File
5
Review/Fill
Delivery Order
Customer
Restaurant
Manager
Delivery Orders
Customer Order
Receipt
Food Order
Inventory Data
Goods
Sold
Formatted Goods
Sold Data
Form
atted
Inventory
Data
Order
Ticket
Accompanying
Delivery
Order
Delivery
Food
Order
Daily Goods Sold
Amount
Delivery Goods Sold Adjustments
M
anagem
ent
Reports
Daily Inventory Depletion
Amounts
Daily Delivery Orders
Reconciled Delivery Order Report
Updated Inventory Data
Reflecting Delivery Deletions
Order Ticket Pending
Delivery
Delivery Order Receipt
D
e
l
i
v
e
r
y
O
r
d
e
r
R
e
q
u
e
s
t
D
e
l
i
v
e
r
y
P
a
y
m
e
n
t
/
O
r
d
e
r
T
i
c
k
e
t
Hoosier Burger, Part b
Level-0 Diagram
Delivered Order
Tickets
Delivered
Order
Ticket
b. Modify Hoosier Burger’s level-0 diagram (Figure 6–5) to reflect the changes
mentioned in the case.
Although student answers will vary, a suggested answer is provided below.
Level-0 Diagram

c. Prepare level-1 diagrams to reflect the changes mentioned in the case.
Student answers will vary; to facilitate discussion, a level-1 diagram is provided
below.
5.1
Receive Delivery
Order
Kitchen Customer
5.2
Deliver Order
5.3
Update Goods
Sold File and
Inventory File
Customer
5.4
Reconcile
Delivery Orders
with Payments
Delivered Order
Receipts
Delivery Orders
Goods Sold File Inventory File
Delivery Food Order
Delivery Order Request
Order Ticket Pending Delivery
Delivered Order
Ticket
Order
Ticket
Accompanying
Delivery
Order
D
e
l
i
v
e
r
y
O
r
d
e
r
R
e
c
e
i
p
t
D
e
l
i
v
e
r
y
P
a
y
m
e
n
t
/
O
r
d
e
r
T
i
c
k
e
t
Delivered Order
Receipts
Reconciled Delivery Orders Report
Daily Delivery Order
Details
Delivery Goods Sold
Adjustments
Updated Inventory Data
Reflecting Delivery
Deletions
Hoosier Burger, Part c
Level-1 Diagram
To Process 4
d. Exchange your diagrams with those of another class member. Ask your
classmate to review your diagrams for completeness and consistency.
What errors did he or she find? Correct these errors.
Encourage students to review the data-flow diagramming rules presented in Table
6–2. Using these rules as a guide, students should then evaluate their
classmate’s diagrams.
Level-1 Diagram

6-36. Evergreen Nurseries Case Exercises Solutions
a. Construct a context data-flow diagram, illustrating Evergreen Nurseries’
wholesale system.
Student interpretations will vary. A suggested answer follows.
Customer
0
Evergreen
Nurseries
Customer
Manager
Product Availability Report
Wholesale Order
Paym
ent O
n
Account
Product Availability
Response
Credit Approved/
Disapproved
Response
Monthly Statement
Packing Slip
Order Status Response
Order Status
Request
Order Cost and Applicable
Discounts
Report
Query
Evergreen Nurseries, Part a
Context Level Diagram

b. Construct a level-0 diagram for Evergreen Nurseries’ wholesale system.
Student interpretations will vary; a suggested answer follows.
Customer Customer
1
Receive Order
3
Adjust Inventory
Customers
Inventory
Orders
Manager
2
Verify and
Update
Customer
Accounts
4
Generate
Reports
Order Status
Request
Order Cost and
Applicable Discounts
Product Availability
Request
Wholesale Order
Placed Wholesale Order
Inventory Status Request
Backorder Request
Customer
Credit
Check
Request
Customer’s
Current
Standing
Customer’s
Updated
Balance
Credit
Approved/Disapproved
Response
Monthly
Statement
Payment
on
Account
Customer
Information
U
p
d
a
t
e
d
C
u
s
t
o
m
e
r
A
c
c
o
u
n
t
Item
Availability
Item
On
Reserve
Inventory
Information
Product Availability Response
Packing Slip
Placed
Wholesale
Order
Backorder
Outstanding
Orders Report
Query
Evergreen Nurseries, Part b
Level-0 Diagram
Level-0 Diagram

c. Using the level-0 diagram that you constructed in part b, select one
of the level-0 processes, and prepare a level-1 diagram.
A suggested answer is provided below.
d. Exchange your diagrams with those of another class member. Ask your
classmate to review your diagrams for completeness and consistency.
What errors did he or she find? Correct these errors.
Encourage your students to review the data-flow diagramming rules presented in
Table 6–2. Using these rules as a guide, your students should then evaluate their
classmates’ diagrams.
Customer
1.1
Process Order
1.3
Check Order
Status
1.2
Determine
Discount
Customers Orders
Discounts
Order Status Request
Product Availability Request
Order Costs and Applicable
Discounts
Wholesale Order
Backorder Request
Placed Wholesale Order
Customer Credit Check Request
To Process 3
To Process 3
To Process 2
Appropriate
Discount
C
u
s
t
o
m
e
r
C
o
d
e
Available Discounts
Order
Status
Inventory Status
Request
To Process 3
Evergreen Nurseries, Part c
Level-1 Diagram
Level-1 Diagram

Petrie’s Electronics Case Questions Solutions
6-37. Are the DFDs in Figures 6-1 and 6-2 balanced? Show that they are, or are
not. If they are not balanced, how can they be fixed?
They are balanced. On both the Context Diagram and the Level-0 there are 2
inflows to the system from the source customer (purchases and coupons) and three
outflows (reports, tailored promotions and coupons) from the system to the sink
Customer.
6-38. Decompose each of the core processes in Figure 6-2 and draw a new DFD
for each core process.
There will be four parts to this answer, one for each of the core processes in Figure
6-2. The answers will vary with each student. What’s important in each
decomposition diagram is that it contains the same inputs and outputs for the
diagram as are shown as inputs and outputs to the process in Figure 6-2. For
example, for the first process, “Record customer activities,” there will be two inputs
coming from outside, coupons and purchases, and one output to the outside,
transactions. There may be two or more sub-processes on each decomposition
diagram. For example, for the process “Record customer activities,” there may be
one sub-process for purchases and another for coupons. If the core process cannot
e decomposed, there is no need for decomposition.
PE Figure 6-3: Level-1.1 Record Customer Activities

PE Figure 6-4: Level-2.1 Send Promotions
PE Figure 6-5: Level-3.1 Generate Point Redemption Coupons
PE Figure 6-7: Level-4.1 Generate Customer Reports

6-39. Has the team overlooked any core processes in the system that should be
in Table 6-1 and Figure 6-2? What would they be? Add them to Table 6-1 and
Figure 6-2.
The answer will vary with the student. The question is intended to generate some
creativity on the part of the student. They may also come up with some additional
functions (core processes) from further research on loyalty programs and their
operations.
6-40. Redesign Figures 6-1 and 6-2 so that they are clearer and more efficient and
more comprehensive.
Again, the answer will vary with the student.
6-41. Why is it important for the team to create DFDs if they are not going to write
the actual system code themselves?
Creating DFDs force analysts (and students) to think about the core processes in a
system, the data they use, the sources of that data, the information the processes
generate, and where the information goes. All of this information is essential in
design and building of a system, even if all of its components are purchased off-the-
shelf.

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*** START OF THE PROJECT GUTENBERG EBOOK THE GLORIOUS
RETURN: A STORY OF THE VAUDOIS IN 1689 ***

Some typographical errors have
been corrected; a list follows the
text.
Contents: Preface.
Chapter I., II., III., IV., V., VI., VII.,
VIII., IX., X., XI., XII., XIII., XIV.,
XV., XVI., Appendix.
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(etext transcriber's note)
THE GLORIOUS RETURN.
ARNAUD POINTING TO THE VAUDOIS HILLS. See page 110.
THE GLORIOUS RETURN
A Story of the Vaudois in 1689
BY
CRONA TEMPLE
Author of “The Last House in London,” etc.
T H E R E L I G I O U S T R A C T S O C I E T Y,
56, Paternoster Row; 65, St. Paul’s Churchyard,
and 164, Piccadilly.

I
PREFACE.
T is nearly two hundred years since the long persecutions of the Church in
the Alpine valleys ended in their ‘Glorious Return’ from exile, and their
gain of liberty of conscience and freedom from the yoke of Rome. It is
but right that in 1889 Protestant countries should unite in offering sympathy
and brotherly help to the Waldensian Church in its time of commemoration.
Two hundred years ago, Britain, Germany, Holland, Switzerland, and the
Protestants of France vied with each other in showing their generous love
for these sorely-tried children of God. And in these happier times it is well
to turn back the history page, to learn what it was that stirred the hearts of
our forefathers; to learn what manner of woe it was that the Vaudois
endured; to read how the God they served did not suffer them to be tempted
beyond what they were able to bear, but—giving them the high honour of
bearing witness to His truth, He comforted them at last with His gifts of
freedom and of peace. It is in such memories that nations may learn their
lessons of truest wisdom. Christianity should be national as well as
individual: the Heavenly King demands service from nations as well as
from hearts. And it is right that, though the Waldenses are foreigners, and a
people of but small account on Europe’s muster-roll, their bi-centenary
should waken echoes in England; such echoes as God wills that noble deeds
should stir throughout all time.
THE GLORIOUS RETURN.

T
CHAPTER I.
HE sunlight was fading from the hills, and the pine-forests were growing
grey in the creeping shadow.
A northerly breeze had been blowing from the mountains, but it had
died down, as north winds do, with the sunsetting; a great stillness had
fallen upon the valleys.
One could hear the torrent as it leapt from the snows above, rushing and
gurgling in the gorge it had graven for itself on its way to the Pélice River.
One could hear too, faint and far away, the cry of the ravens as they circled
over a meadow; and one might catch the jarring call of a night-hawk as it
woke from its daylight sleep.
But these sounds rather blended with than broke upon the silence. And
there seemed besides no sign of life or motion in all the width of the valley.
There were traces of cultivation on the hill-sides where careful hands
had terraced and tilled the stony soil, winning from the wilderness fields for
pastures and for corn.
There were also buildings that had the semblance of cottages, a group of
ruins here by the stream-side, and single ones standing yonder beyond the
spurs of the pine-woods.
But in those fields were now neither flocks nor herds, nor any sign of
corn; and from those broken chimneys no smoke-wreaths drifted to tell of
human lives about the warm hearth-stones.
It was the year 1687, and the valley was the Valley of Luserna, in the
Piedmontese Alps.
This was the country of the Vaudois, and it was indeed desolate after the
bitter persecution which had followed the Revocation of the Edict of
Nantes.
Storms of cruelty and the bitterness of superstition had swept the valleys
at various times, but never a storm so devastating and terrible as this. From
Fenestrelle to Rora, from the Pra Pass to the plains of Piedmont, fire and
sword had driven forth the remnant of the Vaudois. Hundreds had fallen,
fighting for their faith and for their homes; hundreds had perished under the

white pall of the winter snows; and hundreds more had died on the scaffold
or in the prisons of the plain.
And the remnant, the poor harried and hunted souls, had gone forth to
seek an asylum—if such there might be found—where they might worship
their God according to His Word.
The sun sank lower yet; the line of light retreated farther up the
mountain-peaks. The ravens sullenly stooped and settled on the rocks. The
torrent kept its noisy way, charged with the blue snow-water that came
glancing from the hills.
Suddenly a woman’s voice rose on the air, clear, and very sweet. It came
through the sprays of creeping plants that veiled a crag so steep that one
might marvel how human being could have climbed there. It was a haunt fit
only for the chamois or the hill-sheep; and on either hand spread dense
forests and ravines where the snow-wreaths lay yet unmelted.
The song rang forth. It was no wavering strain, no uncertain sound, but a
chant of triumph that held also a note of defiance—
‘God’s Name is great!
He breaketh the arrow of the bow,
The shield, the sword and the battle.
Thou art of more honour and might than the mountains of prey.
Thou, even Thou art to be feared.
The earth trembled and was still when God arose
To help the meek upon the earth.
The fierceness of man shall turn to Thy praise,
And the fierceness of the violent shalt Thou restrain.
God shall refrain the spirit of princes.
The Lord our God is terrible unto the kings of the earth.’
The voice ceased; as the last note died away the last sun-shaft touched
the highest peak. The day was done. Night had fallen on the Valley of
Luserna.
Behind the ivy-sprays and the clinging rock plants there was a path on
the face of the cliff widening as it rose, until—some fifty feet above the
stream—it spread into a platform or tiny amphitheatre completely hidden
from any prying eye that might search the cliff from below.
From above one might perhaps peer into its recesses; but then no living
thing ever did look from above, save the falcons and the ravens, or perhaps

a wild goat, tempted by the tufts of mountain flowers which bloomed
against the edges of the snow.
Presently, far back in the hill-cleft, a small red flame leaped up, fed on
dried grasses and fir-cones.
‘Rénée, Rénée,’ called a woman’s voice, ‘thou art too rash, dear child.
May not that light betray us after all?’
‘Oh, no, mother! No one comes here now; we are safe, quite safe. And
see where Tutu creeps forward to the blaze! Thou art cold, my poor Tutu?
Then rest thee, none will harm thee here.’
MAY NOT THAT LIGHT BETRAY?
A dormouse lifted its beadlike eyes to the speaker’s face, as if well
understanding that it was loved and safe. It was a sort of friend to these
poor refugees, here in their mountain hiding-place, a creature even more
weak and helpless than themselves.
Again the woman’s voice was heard.
‘Dear child, be not stubborn. Have we endured so much only to perish
now for lack of a little further patience? A fire even by daylight is rash, at
night its glow is almost certain to be seen.’
The girl she addressed stood silent for a moment, the flicker of the fire
fell on her slender figure and on the graceful lines of her head and throat.
Then she stooped and flung earth upon the flame, treading out the scarcely

kindled heap, and scattering the fir-cones till their brightened edges died
into little rims and coils of grey.
Rénée Janavel had learnt how to obey and how to suffer, but to-night one
word of pleading forced its way from her lips.
‘It is in the night,’ she said, ‘in the dark night that we need the cheer and
the warmth. Oh, mother, I lit the fire to keep away my fear——’
The words sank in a broken whisper; it was strange for Rénée Janavel to
speak of fear.
The woman paused in wonder.
Why should Rénée be afraid of aught but the danger which the blaze
might bring—the danger of cruel men who were thirsting for their blood:
men who had sworn that no remnant of the proscribed race should be left in
the valleys, and who had swept the fields and forests again and again in
their search for any Vaudois in hiding there? Rénée, child of the mountains
as she was, why should she fear anything but this? The winter was past, and
the prowling wolves had withdrawn themselves; the shy black bears that
haunted the hills were not creatures to be greatly affrighted at. What ailed
the girl?
Rénée came to her side, and hid her face against the woman’s knee.
‘It is so lonely,’ she murmured brokenly. ‘Lately, at night, I have thought
over many things, terrible things—and I have been frightened even to turn
my head, too frightened to call to you. Oh, mother, mother dear! will these
days never have an end? Shall we never be happy again, Gaspard and you
and I?
‘I know that it is cowardly,’ she went on in pathetic appeal. ‘But, mother,
you are well now, almost quite strong again: could we not creep away and
gain the Swiss country where the rest are gone; and see the dear friendly
faces, and sleep in peace, afraid of no man?’
She stopped, for her throat was full of sobbing, and her head sank lower
yet upon the trembling hands.
Just then some remaining spark of fire was kindled into blaze by the
wind that swept into the cave, and the dried grass leapt into a red flame that
threw dancing gleams and shadows on the rocks around, and touched the
trunk of a pine overhanging the place with a glow as of deepest orange.

Little Tutu, the dormouse, curled himself up in soft satisfaction, a nut which
Rénée had given him held tight in his tiny paws.
The woman looked at the fire, but she did not again ask that it should be
extinguished.
‘Rénée,’ she said, ‘it is out of all possibility that I should climb the hill
passes. I can never see the Swiss country. And, indeed, here in mine own
land I would choose to stay, that my last earthly look should rest on the
valley I love so well. And for yourself, dear child, how could you go all that
long and dangerous way? It was for my sake that you stayed, Rénée. But
now—I would not keep you, child, if it were possible for you to gain safety,
to reach friends, there in the land where one may worship the good God in
peace. But as it is——’
‘Mother! do not speak so! Never, never can I desert you! You know I
will not leave you while life holds us together.’
She rose to her feet. One might see the stateliness of her figure as she
stood betwixt the fire-glow and the twilight, her head erect, her face full of
the strength of love and trust.
‘Sing it again, mother,’ she said, ‘the hymn that you sang just now. And
forget that Rénée has been afraid of shadows.’
The woman took her hand and held it tenderly between her own.
‘Tell me, Rénée,’ she said, ‘why were you frightened? Has any new
thing chanced?’
‘No, no; it is the long weariness, the uncertainty, the remembering—oh,
it is just everything! Whilst you were ill, mother, I had no time to be
frightened; but now, when we sit and watch the sun go down, I remember
all that has happened, and I turn sick at my very heart.’
She shuddered. They had passed, those two women, through terror
enough to try any mortal nerves, and privations sufficient to exhaust the
strongest frame. It was small marvel that Rénée trembled as she
remembered the past.
‘Sing, mother,’ she said again; ‘Gaspard was always wont to say that
your songs uplifted his courage.’
So ‘The Psalm of Strong Confidence’ was chanted once more, the notes
of the woman’s voice filling the place with its rich volume of sound. The
quick blaze had died down, and the dark shades fell across the cavern. But

without, beyond the stooping pines, the sky was brightening. The stars stole
out on the deep vault of blue, those glittering stars which tell through all
speech and language that the statutes of the Lord are true, and that in
keeping of them there is great reward.
And the two women sat, hand in hand, serene in spite of trouble; content,
although they were homeless and hunted on the earth. Nay, just now they
were more than ‘content!’ they could rejoice that they, like their martyred
ancestors, were found worthy to bear the cross of suffering for their
Master’s sake.
Rénée Janavel was an orphan. Madeleine Botta, the woman she called
‘mother,’ was bound to her not by ties of blood, but by the stronger ties of
love and gratitude. She had inherited a name which was known throughout
the length and breadth of the valleys. Her grandfather, ‘the hero of Rora,’
Joshua Janavel, had led the patriot bands who battled against enormous
odds in the persecution of 1655 and the few following years. Her father had
been sentenced by the Inquisition, and if he were not dead, his miserable
existence, chained to an oar as a galley-slave, was worse a hundred times
for him than death itself.
Her young mother had perished in the prisons of Turin, and Rénée, a
mere child when the Duke of Savoy stopped for a time those terrible deeds
of blood, had lived always at Rora with the Bottas.
Madeleine Botta had lost her own daughter, and she had taken Rénée to
her heart instead, loving and cherishing her until the desolate child almost
forgot that Madeleine was not in very truth what she always called her, ‘her
mother.’And was she not Gaspard’s mother? and were not Gaspard’s people
to be her people? his life, her life? She would have been Gaspard’s wife at
Easter-tide, had not this new time of death and danger come upon the
valleys. Now he was swept off with the fighting men, none exactly could
tell whither; and she was here, hidden in the rock-ledges, seeking shelter
with Madeleine from the ravaging hordes that had sworn to ‘exterminate the
heretics as they would exterminate all other sorts of noxious beasts.’
The home at Rora was a heap of ashes; the peaceful days when Rénée
drove the goats down the hill in the shadowy afternoon, or sat busily
spinning the flax at Madeleine’s knee, were gone for ever. There had been
troubles then, of course, but troubles so tiny that now in comparison they
seemed to be positive pleasures.

Henri Botta, the house-master, was a hard-featured man, whose rare
words were sometimes wont to be hard; he looked on the world as a vale of
sighing, a place where evil reigned, and no man should desire to be happy.
Rénée used to shrink from his warning words, and strive to avoid his grim
glances. Now how glad she would have been to have heard the sound of his
voice, or to have seen the outline of his rugged face!
Then there was Emile, the eldest son, almost as hard and silent as his
father; and even Gaspard had a trick of shutting his lips tightly together and
frowning till his black brows met, when the talk was of the future or the
past.
But Gaspard had never been hard to Rénée—never. He had been to Turin
learning his trade, a carpenter he was, and the best carpenter, as Rénée
proudly said, in all the commune. He was away for years, for such delicate
work as his is not learned in a hurry, and on his return he found the child
Rénée grown into a fair and gracious maiden, the realisation of the dreams
which had haunted his young manhood.
And so he loved her, and wooed her, and won her; learning from her
gentleness to unbend his sternness, teaching her girlish heart to be staunch
and earnest.
They had built and plenished their future home in the simple fashion of
the valley folk. Rénée was already stitching at the wedding gear, and
Madeleine Botta had proudly piled the homespun linen which was to be her
marriage gift to the girl who was already as her dear daughter.
And then—
But the tale is dark in the telling. One must go back some way in
Europe’s history to understand how such deeds came to be done, how such
devastation fell ever and again on the devoted people of the Vaudois
valleys.

T
CHAPTER II.
HERE are sad pages in all histories: there are tales in every land the
telling of which must awaken deep feelings of horror. Man’s inhumanity
to man has always been the dark stain upon God’s earth.
But no cruelties of the ancient days—not even the ghastly enormities of
Nero or the evil deeds of the ‘dark ages’—can exceed the terror and trouble,
the fiendish works, the rage and oppression which have reigned in the
Vaudois valleys.
From primitive times those valleys in the Savoy Alps have been the
refuge of Christians who only asked to be allowed to live, harmless and
insignificant, tending their mulberry trees, their vineyards and their corn;
with liberty to serve God according to the simple faith which had been
handed down to them from their fathers. They had books which they greatly
prized,—portions of God’s Word, poems, commentaries, and their own
Noble Lesson. This celebrated book was written or compiled about the year
1100, in the Romance language,—and in this language they also possessed
the text of the Psalms and several books of the Old and New Testaments.
They themselves declared that it was the persecutions of the Roman
emperors which had driven the first Christian settlers to the valleys; and if it
were so the little Church, born of persecution and nourished by martyrdom,
had learned from the first to endure all things as good soldiers of its Master,
Christ.
From the earliest times there have always been faithful hearts humbly
following the steps of the Lord, seeking, above earthly wealth and weal, to
know and to do God’s will. And such there will ever be until the Master
comes again. Evil may seem triumphant, and pride and arrogance lift
prosperous fronts, but the Lord knoweth them that are His, and there shall
never lack a remnant to watch and wait for Him.
It is not needful to trace in this story the growth of the pomp and power
of the Bishop of Rome, nor to tell at length how the ‘successor’ of St. Peter
ceased to be either humble or faithful. The Empire of the West had
crumbled away, the ancient seat of the Cæsars was empty, and gradually the
bishop became the most important person in the city, claiming one thread of

power after another until the ‘Sovereign Pontiff’ asserted rule and right over
the length and breadth of Christendom.
It was strange that such pretensions could be based on the Gospel of Him
who took on Himself the form of a servant, and whose first words of
teaching were a blessing on the ‘poor in spirit.’ Perhaps it was partly a dim
consciousness of this that made pope and cardinals wish the people not to
read the writings of the apostles and the words of the Lord.
But reading in those days was no easy matter.
Books were scarce and costly. Learning was difficult. The bulk of the
people only heard God’s Word through the mouths of those whose gain it
was to suppress and distort its simple teaching. Men and women lived and
died believing that pope and priest could forgive sins and wipe off all
offences, and that a handful of gold pieces could purchase their entrance
into paradise.
It was through these dark days that the Light of the Truth burned clear in
the hearts and homes of the simple race dwelling on the confines of Savoy,
where the frontier lines of Switzerland and France met on the white-hill
peaks. And this race it was, this ‘nest of heretics,’ that the Roman power
resolved to crush and kill.
The first persecution that was regularly organised to destroy them root
and branch took place at the end of the twelfth century. In addition to those
slain outright, the number of those carried into captivity was so great that
the Archbishop of Avignon declared that he had ‘so many prisoners it is
impossible not only to defray the charge of their nourishment, but to get
enough lime and stone to build prisons for them.’
From this time onwards the history of valleys is one long tale of
persecution. The intervals when ‘the churches had rest, and were edified,’
were so short that the accounts of suffering and martyrdom must have been
handed down verbally from father to son. Thirty-two invasions were
endured, invasions of troops filled with the remorseless rage of religious
fanaticism.
But it was in the year 1650 that the bitterest storm broke over them. It
was a time of extraordinary ‘religious’ feeling, and councils were
established in Turin and other cities, having for their object the spread of
the Romish faith and the utter extirpation of heretics. The plan on which

they worked was just the old barbarous way of force and fire, and the worst
weapon of all, treachery.
Once again the Vaudois fled before the soldiers hired to butcher them.
The caves and dens of the rocks, the mountain passes filled with snows that
April suns had no power to melt, the natural fastnesses and citadels of the
hills—these were the places to which the villagers escaped. And as they
went they were lighted by the blaze of their burning homesteads, and
followed by the shrieks and groans of the weak and their helpless defenders,
whom the ruthless murderers overtook, tortured and slew.
It was then that Janavel of Rora came to the front. He had but six men
with him when he first made a stand on the heights above Villaro, where the
mountain track leads over the Collina di Rabbi to Rora. He lay in ambush,
resolved to do what he could to stop the foreign soldiers from ravaging his
home, and in his desperate mood he had no thought save to sell his life as
dearly as he could: what could seven men do against hundreds?
But in that narrow place seven men could do much. The simultaneous
discharge of their muskets threw the soldiers into confusion. No enemy was
to be seen; the troops could not be sure that those rocks and trees did not
shelter scores of Vaudois. They faltered, then fell back.
Again the musket-balls came crashing from the hill-side. It was more
than hired courage could stand! The troops of Savoy turned and fled,
leaving sixty or seventy of their number dead on the ground.
They fled only to return. The next day six hundred picked men ascended
the mountain by the Cassutee, a wider, more practicable path. But here also
Janavel was ready for them. He had now gathered eighteen herdsmen, some
armed with muskets and pistols, but the greater number having only slings
and flint stones, which they knew very well how to use. Their ambush was
well chosen. The column advanced, only to be assailed flank and front with
a shower of balls and stones. Again this invisible foe was too much for them
to stand. They thought only of escaping from the fatal defile; once more
Janavel was victorious.
The Marquis of Pianezza, the Savoy leader, was furious at these
repulses. He hastily collected his whole force, sending for his lieutenant, the
impetuous and cruel Mario, to bring up the rear-guard, together with some
bands of Irish mercenaries, who were specially fit for dashing and

dangerous service. Rora should surely be carried this time! Every soul there
should rue the hour in which they had dared to oppose Pianezza!
But Janavel and his heroes were armed with a strength on which the foe
had little calculated. For the third time victory rested with the weak. For the
third time the soldiers were driven down the mountain-slopes, hurling one
another to destruction in their mad flight.
But this could not last for ever. Eight thousand soldiers and two thousand
popish peasants were marched on Rora, and this time the work of death was
done.
Janavel and his friends, who had been decoyed to a distance from the
village, escaped with their lives, and for many weeks they carried on the
struggle, only to be beaten at last, overpowered by numbers. But the name
of Janavel was reverenced far and wide as that of a good man, ‘bold as a
lion, meek as a lamb,’ rendering to God alone the praise of his victories,
dauntless in his faith and love, while tried as few are tried. His wife and
daughter had fallen into the hands of Pianezza,—spared for the time from
the massacre at Rora; a letter from the general reached Janavel, offering
him his life, and their lives, if he would abjure his heresy, but threatening
him with death and his dear ones with being burnt alive if he persisted in his
resistance. ‘We are in God’s hands,’ answered Janavel; ‘our bodies may die
by your means, but our souls will serve Him by the grace that He gives to
us. Tempt me no more.’
And much the same he wrote thirty years after, when he and Pastor
Arnaud planned the Glorious Return.
It was no marvel that Rénée, Gaspard Botta’s betrothed wife, blushed as
she spoke of fear. The blood of her heroic grandsire ran in her veins. She
too could trust in God, and for His sake endure.
There was a time of peace after that terrible persecution. The whole of
Protestant Europe had remonstrated against the cruelties and horrors that
had taken place. Oliver Cromwell, then governing England, sent an
ambassador to Turin to enforce, if possible, his indignant demand for
mercy. Holland, Switzerland, the German Protestant powers, and even a
large number of French subjects, all sent messengers to the Duke of Savoy.
And they sent also large sums—more than a million francs—to relieve the
most pressing necessities of the homeless and the destitute.

The Duke of Savoy died, and under the rule of his son, Victor Amadeus
II., the Vaudois had some years of peace. They showed their gratitude for
this forbearance by loyally defending the frontier against the Genoese, and
by eagerly helping to quell the banditti infesting the mountain passes. They
sought to prove, with a devotion that borders upon pathos, that they also
could be good subjects, that their allegiance to their God only heightened
their loyalty to their sovereign.
It was then that Rénée Janavel sang as she sewed the long seams in the
linen store that her foster-mother had spun. It was then that Gaspard would
whistle as his plane cut through the white plank, and the shavings fell, silky
and shining, about his feet.
Even the grim house-master would let the suspicion of a smile lurk
under the straight moustache of iron-grey that almost hid his lips. He could
remember the times of terror—oh, yes, he could remember them only too
well!—but ferns and wreaths of mauve auricula were now growing about
the ruins that had then been made so fearsome; and the mulberries were
flourishing again; and it was a comfort to see Mother Madeleine about and
well after her sharp attack of fever a year or two ago; and Emile and
Gaspard had grown sturdy and strong—the finest young men in all Rora;
and Rénée—the child—was always singing when she was not laughing:
what a gay, sweet heart it was, to be sure! And, all things considered, it was
no marvel that Henri Botta now and then forgot all the ghastly doings of the
past, and let a smile dawn upon his lips or glimmer in his eyes.

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