Download - Business Process Design
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Copyright Kemsley Design Ltd., 2007
Business Process Design
Sandy KemsleyKemsley Design Ltd.www.column2.com
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Agenda
BPM standards: beyond pretty pictures
BPM and architecture BPM design patterns and principles Integrating business intelligence Integrating business rules
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A Brief Review
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Process Discovery
Drivers for improvement Analyzing the as-is Discovering improvement
opportunities Think process Process prototyping
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Process Modeling
Process types BPM and SOA Simulation and optimization Process modeling standards (BPMN) Modeling for ROI Change management
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BPM Standards
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BPM notation standards
Shared vision andcommunication between stakeholders
Easy transition between tools for users
BPMN (Business Process Modeling Notation)
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BPM interchange standards
Import/export of process models Evolving landscape of standards:
XPDL (XML Process Definition Language)
BPEL (Business Process Execution Language)
BPDM (Business Process Definition Metamodel)
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XPDL (WfMC)
Process definition serialization and interchange format
Maintains spatial information Multiple processes per file Allows vendor-specific extensions Includes user interactions
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BPDM (OMG)
Process definition serialization and interchange format
Includes choreography Will become part of BPMN in future
version May displace XPDL
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BPEL (OASIS)
Web services orchestration languageIn BPM, typically used as interchange
formatIn SOA-related products, also used as
execution language Does not directly translate all BPMN
structures BPEL4People extension proposed
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Related standards
BPRI: Business Process Runtime Interface
SVBR: Semantics of Business Vocabulary and Rules
www.column2.com/category/bpmthinktank for more on standards
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BPM and Architecture
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BPM and Enterprise Architecture 1st generation EA = classification schema 2nd generation EA = business processes as
cornerstone: Start with business strategy Determine goals to implement strategy Determine business processes to meet goals Identify resources to implement processes
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BPM and Enterprise Architecture
Where a designer would use a BPMS How a builder would make it work What an owner would see
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Zachman Framework
Data
(What)
Function
(How)
Network
(Where)
People
(Who)
Time
(When)
Motivation
(Why)
Scope List of Things
List of Processes
List of Locations
List of Organizations
List of Cycles List of Goals
Business Model
Business Entity Model
Business Process Model
Business Network Model
Business Workflow
Model
Business Event Model
Business Strategy Model
System Model
Logical Data Model
System Process Model
System Network Model
Human Interface
Architecture
System Event Diagram
Business Rule Model
Technology Model
Physical Data Model
Application Structure
Chart
Network Technology
Model
Presentation Architecture
Technology Event
Diagram
Rule Design Model
Components Data Components
Program Components
Network Components
Interface Components
Event Components
Rule Specifications
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BPM and SOA
Service A Service B Service C
Service D Service E
LegacySystem
DatabaseERP
System
ProcessStep 1
ProcessStep 2
ProcessStep 3
ProcessStep 4
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BPM and SOA together
BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPMSOA alone only allows you to design
and build a set of servicesBPM alone would require custom
coding for each system integration BPM + SOA orchestrates people and
services into a business process
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SOA in process design
Invocation of existing services Design and development of new
servicesWhat new services need to be created
or acquiredWhat legacy functions need to be
wrapped in services
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BPM Design Patterns
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Initiating processes
Human intervention External event
e.g., content added to repository Invoked as web service
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Human-facing steps
Work type:TransactionalCollaborative
Participation frequency:OccasionalHeads-down
Participants outside the firewall Monitoring and governance
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System steps
Web service orchestration and legacy application integrationData synchronizationInvoke subprocesses
Content management integration
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Role of content
Document-focused: Create, review and approve document Document content does not impact process
flow Usually collaborative
Document-driven: Complete a transaction based on document
content Document content controls process flow
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Volume of work
Work assignment methods Work selection methods Granularity and complexity of process
governance
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Process complexity
Frequency of process/rule changes Reusable subprocesses Web service and other external calls
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BPM Design Principles
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Areas of process innovation
Automational Informational Sequential Tracking Analytical
Geographical Integrative Intellectual Disintermediating
Source: Process Innovation, Thomas H. Davenport, 1992
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Redesigning for Automation
Automate manual work steps Directly integrate data between
systems Provide process monitoring and
control Automate process statistics gathering
and analysis
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Redesigning for Disintermediation
Provide customer self-service to initiate processes
Provide process visibility to customer
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Redesigning for Location Independence
Share redundant processes between business units
Identify steps that can be completed in isolation
Automate escalation and handoffs Separate heads-down from interactive
functions
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Steps in modeling/design
Define graphical process flow Define parameters of each step
Human-facingSystem (automated)
Define routing Identify process triggers
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Define process flow
Graphical map of process Steps for user or automated tasks Routes between steps Parallel and sequential flow
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Define step parameters
Data fields, including attachments Human-facing steps:
Participant (individual or role)User interface form/tools
System steps:Web service callSubprocess callOther custom action
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Define conditional routing
Split/merge type Merge conditions
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Identify process launch triggers
Manual launch External event trigger Invoked as web service
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Designing work selection
“Push” work selection Advanced work assignment, e.g.,
skills matrix Search for work Embed in portal Email work assignments
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Designing the user interface
Data display and validation Launch other applications Complex routing rules on exit
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Designing process management
Work assignment filtering rules/skills matrix
Frequent work reallocation Change work in progress
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Integration with legacy systems
Data synchronizationWeb services or custom adapter to
fetch/update data at process stepBatch data upload/download
Process integrationInvoke legacy processWait for return state or allow for
asynchronous rendezvous
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Incremental implementation
Step 1: non-integrated BPM Minimal customization Dashboard Provides process governance and
optimization Step 2: integrate critical data
synchronization interfaces Reduces data entry/errors
Step 3: integrate critical external process interfaces Provides overall process governance
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BPM and Business Intelligence
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What is business intelligence? Information for business decision-making Draw from multiple data sources:
Operational data stores Departmental data marts Enterprise data warehouse
Analytical and presentation capabilities: Reporting Analytics Data mining Predictive modeling
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BI in BPM
Use cases for BPM and BI: BI about a process BI triggering/changing a process BI inside a process to automate decisions BI in work environment to provide
information to a person for their decision predictive BI driving process work
BPRI will help close gaps but BPM vendors have incomplete understanding of BI
[Source: BPM Think Tank sessions]
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Operational BI
Work in progress (near-real-time) KPIs (historical over time)
VolumesProductivityTime to complete end-to-end processTime to complete by step/user
May require joining with other operational data marts
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Strategic BI
Data mining and predictive analytics Scorecards Continuous cycle of performance
improvement:Monitoring and understanding current
performanceOptimizing, planning and forecastingAligning operations with strategic
objectives
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BPM and Business Rules
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When to use business rules
Operational: Complex work selection Complex routing rules In-flight work modification
Design: Business rules change more frequently than
processes Requirement for highly agile processes
Architectural: Mandate to separate rules from process logic Existing BRE infrastructure
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BPM/BR use cases
Determine work selection criteria from skills matrix
Define routing conditions on leaving a step
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Summary
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Words of advice
Start small Minimize up-front complexity Quicker ROI
Let process specialists drive the process design Users tend to pave the cow paths Technologists tend to ignore inconvenient business
requirements Put as much control as possible with the business
In-flight changes Reporting and analytics
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Think about the future
Process syndication for management and visibility
Collaborative discovery/modeling Process instance tagging Lightweight integration and BPM
mashups
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Questions?
Sandy KemsleyKemsley Design Ltd.www.column2.com