Raphael DerbierNicolas Marzin

Process Modeling Best Practices

Duringthecourseofthispresenta1onTIBCOoritsrepresenta1vesmaymakeforward-lookingstatementsregardingfutureevents,TIBCO’sfutureresultsorourfuturefinancialperformance.Thesestatementsarebasedonmanagement’scurrentexpecta1ons.Althoughwebelievethattheexpecta1onsreflectedintheforwardlookingstatementscontainedinthispresenta1onarereasonable,theseexpecta1onsoranyoftheforwardlookingstatementscouldbeprovetobeincorrectandactualresultsorfinancialperformancecoulddiffermateriallyfromthosestatedherein.WereferyoutothereportsthatTIBCOfilesfrom1meto1mewiththeSecuri1esandExchangeCommissionforadiscussionofimportantfactorsthatcouldcauseactualresultsorfinancialperformancetodiffermateriallyfromthosecontainedinanyforward-lookingstatementmadeinconnec1onwiththispresenta1on.TIBCOdoesnotundertaketoupdateanyforward-lookingstatementthatmaybemadefrom1meto1meoronitsbehalf.

SAFEHARBORDISCLOSURE

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AgendaAboutProcessModels

BPIvs.BusinessProcessAutoma1on

ModelingforBusinessProcessImprovement

ModelingforBusinessProcessAutoma1on

ModelingforAc1veMatrixBPM

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People Tend to Use Many Ways to “Represent” a Business Process

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TheMeaningOf…ProcessModeling

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•  “PURPOSE”– Makesureyouknowwhyyouarecrea1ngaprocessmodel.

•  Tocommunicatetopeople (communica1ontool)

•  Toanalyzeandthink (thinkingtool)

•  Totellamachinewhattodo (codingtool)

Business Process Improvement vs. Business Process Automation

Models for “Business Process Improvement”

Allkindofprocesses,eventhemanualprocessesnotinvolvingIT.Processmappingandcollabora1onwithallstakeholders

–  BusinessAnalyst/ProcessOwner/Users/ITcommunity/Finance

–  Createacommonunderstandingandagreement

Deliveringtheenterprise"how-to"andcompliancesolu1onforallemployeesforallprocesses.

ManualAc)vi)es

AutomatedAc)vi)es

Models for “Business Process Automation”

Instruc1onsforarun7meenginetoexecuteatlargescaletheprocessesandtheirstepsandop1mizehumanac1vi1es.

Processmodelingtocreateamachinereadableversionoftheprocesses

Rapidmodel-drivenapplica1ondevelopment

–  Easymethodtocreateandmodifyprocesses–  Provideagilitytoreacttochangingbusinessrequirements

TIBCO BPM – High Level Overview

Requ

iremen

ts

MapInstances

Execute

Performance

AnalyzeGovernance,Con1nuousimprovement

SocialCollabora1on

As-Is

To-Be

V2

V3

…ProcessImprovement

Op1mize

ProcessAutoma1on ProcessPerformance

Modeling for Business Process Improvement

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•  PROCESSIMPROVEMENT=MODELFOREVERYONE

– Businessimprovementrequiresmodelsproducedandconsumedbyeveryactor,everyday.

•  Easeofuse•  Easygovernance•  Storyboarding•  IntelligentOpera1onalManuals

Modeling for Business Process Automation

CONTEXT

ANALYZE

P !CONTEXT

EVENT CORRELATION

OPPORTUNITY OR THREAT RESPONSE EVENT

CAPTURE

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Know Your Enterprise Architecture

Business View

EnterpriseArchitecture

TIBCOview

Idea Order

Prospect …Claim

Product Profits

Satisfied Customer …

Which kind of process are you implementing ?

Simple system or human action

Structured / organized business process

Human collaboration

Adaptive / semi-structured business process

+

+

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•  TARGETARCHITECTURE– Processautoma1onrequirestherightarchitecture.– Makesureyou’retarge1ngtheappropriatesolu1on–  foryourproblem.

•  Integra1on-centricwithexcep1onhandling?•  Howmuch“eventenablement”doyouneed?•  Doestheprocessenforcerulesorobservesuserprac1ce?•  Doeseveryinstancefollowsauniquepath?

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What Business Insight? Why?Analyze Process to Improve it Predict & Manage Workforce Capacity

Visual Operational BAM Meet your Deadlines, Cut-offs

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BEST PRATICE #4

FINDYOURKPIsEARLY– Theydefinewhatyoumeasuretodeterminebusinesssuccess.

–  Itisnotaseparateproject!

•  Understandthedifferencebetweenanaly1cs,ac1vitymonitoring,andrepor1ng

•  Prepareforthebusiness,enableself-serviceuse.

•  Maximizethevalue(anduse)ofSpodire

Modeling for Business Process Automation with TIBCO ActiveMatrix® BPM

§  Processes§  BusinessProcesses§  PageflowProcesses§  BusinessServices§  UserForms§  ServiceTasks

BusinessObjectModel§  DataDefini1on§  AfributeDefini1on§  Valida1ons§  Rela1onships

Organiza1onModel§  VirtualTeams§  Capabili1es§  Privileges§  Roles§  Loca1on

§  DecisionsServicesModel§  BusinessRulesServices

ActiveMatrix BPM – is Model-Driven

BusinessStudio

Ac1veMatrixBPM

FormsModels§  UI§  Valida1ons§  PIM

Organiza)onModel

FormModel

PageFlowModel

DataModel

ProcessModel

ActiveMatrix BPM is Model-Driven

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Few models – powerful conceptsEnterpriseProcessPageflowBusinessServiceGranularityData&scopeWorkflowPafernsCorrela1onSignalsDynamicPar1cipantsSkills-basedrou1ngDeadlines

Even1ngaProcessProcessInterfacesIn-flow,out-of-flowProcessasaServiceVirtualiza1onMedia1onsMul1-instancespafernsDependenciesPerformanceimplica1onsRun1mearchitecture

ActiveMatrix BPM – Business Process Types

•  LongRunning(Stateful)•  Datacommifedahereachtask•  Usertasks

•  Dynamicorsta1cPar1cipants

•  Pageflowsorforms•  Servicetasks•  Allprocesspafernsavailable•  Migratable

BusinessProcesses Pageflows

•  ShortRunning(Stateless)•  Singlepar1cipant•  Allornothingcomple1on

•  Highlyperformant•  Seamlessservicecallsbetween

userforms•  Usablefrommul1plebusiness

processes,businessservices,orotherpageflows

BusinessServices

•  Specializedtypeofpageflow•  CanbeaccessedCompletely

Independently•  Areautoma1callyavailablein

OOTBclientsforenduseraccess

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BEST PRATICE #5

DEVELOPYOURMODELINGSKILLS– Modelingrequiresabstrac1onanddecomposingbusinessproblemsintosmallerones,thenmappingeachofthemtoconcepts.

• SimpleModels–AdvancedConcepts–  Knowingthenota1ondoesn’tmeanyouknowtheconcepts–  Knowingtheconceptsisaprerequisitechoosingtherightmodelingpaferns

–  Understandingfunc1onal&non-func1onal,design1me&run1me

–  Bestmodelsareohenthesimplest

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BEST PRATICE #6

•  MODELYOURDATAFIRST– Whatisyourprocessabout?– DataModeldrives:

–  processinterfaces–  serviceinterfaces–  UI(ViewObjectModels)

– Acorrectdatamodelspeedsupdevelopment•  Startwithobjectnames(Contract,Customer,Order,FraudCase,…)

•  Addfieldswhennecessary(decision,UI,KPI,service)•  Contractfirstapproachisrecommended

Organizations

MostEnterprisesfunc1ononacomplexMatrixedOrganiza7onalStructure.

LDAP

Ac1veMatrixBPM’sOrganiza1onModelenablesthebusinesstomodelhowworkactuallyflowsthroughtheenterprise.

LDAPisPurelyHierarchical

Mul7plewaysofrou7ngworkarerequiredtoproperlyautomatetoday’scomplexBusinessProcesses.

ByName…

JaneDoe

Onlyforthesmallestoforganiza1ons

ByRela1onship…

Supervisor

Dynamic…PriorityDeterminedatRun-Time

Work Routing

ByRole…

UnderwriterLeadAnalyst

RegionalDirector

ByGroup…

CSRs

FR

EN

SP

Skills-Based…

LicenseCer7fica7onLanguageSkills

ByPrivilege…

ApprovalsQualifiedApprovals

>$5,000<$12,000

ByLoca1on…

ByCalendar…

HolidaysWorkingHours

TheOrganiza1onModelenablestheBusinesstomixandmatchthedifferentWorkRou7ngmethods.

Principles of Work Distribution

WHOCANWORK

EventAc)ontodistribute

ASSIGNMENT ACCESSMODE

Skills Organiza1onal WorkList

«NextTask»Bufon

Push

MONITORING

Organiza)on

Excep1ons

Realloca1ons

Workload-balancingOp1miza1onPriori1za1on

(deadline,importance)

Design Run)me

[load]

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USE SKILLS-BASED WORK ASSIGNMENT•  One of the big business drivers of BPM is to give flexibility to the

organization by doing less individual work assignment (allocated) and more team/skills assignments (offered)

•  Skills combinations address implicit virtual groups •  Best and easiest way to solve load-balancing problems•  Do not constrain the process design more than necessary

BEST PRATICE #7

FR

EN

SP

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How Many Boxes Should it Take?

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BEST PRATICE #8

JUSTENOUGHBOXES–  ApplytheruleforGreekdramatoprocessmodeling:3uni1es

•  Ac1on•  Place•  Time

–  Inanenterpriseprocess,drawtwoboxesifthere’seither-  achangeintheInforma1onSystem(ac1on)

-  achangeofpar1cipant(place)-  orabreakin1me

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Let’s Talk Performance•  ProcessasaService

–  What’swronginthefollowingmodel?

!

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BEST PRATICE #9

•  DESIGNFORPERFORMANCE– Yourmodelsareexecutedbyanengine.Yourdesignchoiceswillinfluencethefinalperformanceofthesolu1on.

•  Defineyourperformancerequirement•  Defineyourtes1ngstrategyandscenarios•  Understandtheimplica1onsofthemodelspafernsandconfigura1onparametersonperformance

•  Testhowtheuserswillactuallybeaccessingit

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Real Life Examples

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BEST PRATICE #10

ANTICIPATEMAINTENANCE– Understandingamodelfromthefirstlookisveryimportantforotherstounderstandandmaintainthemodel

•  Colorcoding•  Annota1ons•  Mul1-leveldecomposi1on(10-20Tasksperlevel)•  Documenta1on

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BEST PRATICE #11

WORKFLOWPATTERNS– Workflowpafernsaredescrip1onsofrecurrentmodelingproblemsandtheirsolu1ons.Theyaddmeaning,andsampleusecases,tosometrickyBPMNsolu1ons.

LearnthepafernstobeabletorecognizethemintherequirementsReferenceandstudythepaferns’implementa1onsUnderstandthelimita1onsandconsequencesofeachcomplexpafern

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BEST PRATICE #12

FORMALREVIEWS– Organizeformalreviewsofyourmodels,andhavea“goodmodelchecklist”–  Doesitmeetthefunc1onalrequirements?–  Willyoubeabletochangeitin6months?–  Isitbuiltforchange,easytounderstand,andeasytomodify?–  Canitbetestedeasily?–  Haveyouusedcommonsolu1onpaferns?ifnot,why?–  Whatshouldbecopiedandserveasexampleforfutureprojects?

– Reviewswillhelpprocessdesignerstolearn,share,improveandproducebefermodels.

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12 BEST PRATICESPurpose

BPI:Modelforeveryone

Targetarchitecture

DesignyourKPIsearly

Developyourmodelingskills

Datamodelfirst

Useskills-basedworkassignment

Justenoughboxes

Designforperformance

An1cipatemaintenance

Useworkflowpaferns

Doformalreviews