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Enabling The Service-Oriented Enterprise
 

Enabling The Service-Oriented Enterprise

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This session examines how global collaboration and emerging corporate cultures are creating a new type of ...

This session examines how global collaboration and emerging corporate cultures are creating a new type of
innovative enterprise: one that is based on services. Discussed will be why this new service-focused approach to business considers not only the service culture, but the technology as well. Each party or participant in service orientation sees themselves as service provider as well as a service consumer, in an increasingly
well-connected global economy. This session focuses on both the cultural service dimension, as well the emerging architecture of service orientation. This session delves deep into the components of the enabling technologies of service-orientation, as well as the cultural aspects of services orientation, where enterprises reach and serve various target communities: their customers, yes, but also their trading partners, employees,
and shareholders. Taught by one of BPM’s early pioneers, Dr. Setrag Khoshafian, this session is intended for both business managers and IT, covering Web Services architectures, service oriented maturity models, ESBs, BPM suites, standards for quality of service, and servant leadership.

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Enabling The Service-Oriented Enterprise Enabling The Service-Oriented Enterprise Presentation Transcript

    • Dr. Setrag Khoshafian
    • VP of BPM Technology
    • Pegasystems Inc.
    • Session Title:
    • Enabling The Service Oriented Enterprise
    Welcome to Transformation and Innovation 2007 The Business Transformation Conference Welcome
  • BPM and SOA: Service Oriented Enterprises
    • You have a technology perspective:
    • Loosely couple applications, trading partners, and organizations
        • Invoke via service calls.
    • Services involved in processes with human participants
        • Provides even greater value than the sum of component services.
    • You also have a cultural perspective:
    • Each party sees herself as a service provider as well as a service consumer
    • Focus on serving various communities: 
        • Customers
        • Shareholders
        • Trading Partners
        • Employees
        • Government
    BPM and SOA: Service Oriented Enterprises
  • SOE Goal
    • Align Business and IT
    IT Business SOA Technology Alone Will Not Do It
  • The SOE Challenge …Execution Gaps! Business Changes Worsen Execution Gaps Sales Service Operations Compliance Partners Management Goals Sales Service Operations Compliance Partners Systems
  • The Service Oriented Enterprise IT Service Infrastructure Service Oriented Architecture IT Service Infrastructure IT
  • Service Infrastructure
    • Loose Coupling
    • Standards Based (WS-*)
    • Discovery
    • Service Composition
    • Enterprise Service Bus
  • Loose Coupling isolated from the details of the service’s implementation language, platform, location, or other details Internet GET/POST Request HTML Response Server (s) Internet SOAP Request SOAP Response Server (s) Client
  • Service Transport: HTTP/HTTPS Remote Service Request/Response: SOAP Service Description: WSDL Service Transactions: WS-Transaction/WS-Coordination Quality of Service: WS-Security, WS-ReliableMessaging Business Processes and Rules: BPMN, WS-BPEL, WS-CDL Service Management: WSDM Service Content and Portals: WSRP
  • ESB – Overview Messaging Backbone JMS WS-* XML Services … Enterprise Service JCA Management Monitoring Deployment … Enterprise Service Enterprise Service Base Services Extended Services
  • Capabilities and Features of an ESB
    • Message Transformation
    • Protocol Transformation
    • Message Routing
    • Security
    • Transaction
    • Orchestration
    • Registry
    Consumer Services requests use a transport protocol (e.g. JMS) different from the protocol (e.g. HTTP) of the Provider Transform Provider message format to Consumer message format and vice versa (XML to ASCII, XML to XML, etc.) Content based routing of Consumer messages to appropriate Provider & Vice Versa. Support for rules based routing Support for WS-Security, SAML, encryption, Authentication and Authorization Support for WS-AtomicTransaction, WS-Coordination, WS-BusinessActivity Support for Orchestration & Choreography
  • The Service Oriented Enterprise Enterprise Performance Management Service Performance Business
  • Strategic Methodology Financial Internal Learning Customer Vision Business Process Management System Enterprise Service Bus CI Methodology Enterprise Performance Management Business Activity Monitoring Business Intelligence
  • Enterprise Business Performance
    • Business Intelligence:
      • Focus on Historic Data
      • Data Warehouse or Data Mart:
        • Populated from operational applications/DBMSs, especially the BPM Suite
      • Rich reporting and analytics tools
      • Strategic Methodologies
    • Business Activity Monitoring
      • Real time monitoring of operational BPM Work data
      • Drill Down to executing processes
      • Real Time Management Control
      • Rich Reporting capabilities of BPM Work DBs
  • Business Intelligence BPM DB Data Integration/ETL Data Warehouse DB ERP/CRM ETL Process Integrated Data
  • Business Activity Monitoring
  • BPM Process Instance DB Data Mining Predictive Models Other Operational DBs BPM Suite Data Warehouse ETLs Higher Business VALUE
  • The Service Oriented Enterprise Enterprise Performance Management Service Performance IT Business Service Oriented Enterprises, Dr. Khoshafian Service Oriented Architecture IT Service Infrastructure Business Process Management Suite Service Integration
  • BPM Suite Workflow BPM BPM Suite
    • Modeling and simulation
    • Business rules
    • Business activity monitoring
    • Solution frameworks
    • SOA support
    • Alignment of business & IT
    • Integration:
      • System participants
      • Trading partner participants
    • Process portals
    • Organizational model
    • Rich process data model
    • Human participants
    • Flow automation
    • Flow status management
    • Document and content centric
    • Workflow reference architecture
  • Where are your Policies and Procedures ?
    • Policy and Procedure Manuals
    • People
    • Code
    • Models
    • Automation
    Policies Procedure
  • Enterprise Policies and Procedures Policies Procedure Policies Procedure Modeled Policies and Procedures Strategy and Vision Models Process Models Business Policy Models (business rules) Information & Integration Model Organization Model Modeled And Automated Policies and Procedures
  • Use Cases Information Model Strategy & Vision Organizational Model Process Models Business Rules Integration Browse Catalog Check Shipment Status Place Order Process Invoice Ship Order
  • BPMS Models Operations Declarative Rules Process Flows GUI Integrators BPM Process Class Attributes Class Attributes Operations Conventional
  • Human Resource Example: New Hire Automate processing of new employees, contractors interns
    • Process Data :
      • Date Hired
      • ID
      • Type
      • Status
      • Job Title
      • Department
      • Location
    • Policies :
      • Security
      • Legal Status
      • Training
      • NDA
      • HR & IT check list
    Process Flows
  • Process Flows
    • Procedural: specify sequence of tasks/interactions
    • Involves
      • Human and System (internal, partner) participants
      • Decisioning
      • Parallel tasks
  • What are “Business Rules?”
    • “ Business rules are abstractions of the policies and practices of a business organization”
    • Wikipedia
    Business Rules are Declarative
  • What do we mean by “Declarative”?
    • Execution time independence
      • Do not worry when it is executed
    • Execution method independence
      • Do not worry how it is executed
    • Execution order independence
      • Do not worry what is being executed
    • Focus on the business logic
  • What is the Relationship Between Business Rules and BPM? Source: Ron Ross Business Rules are the Nerves: Controlling the processes Processes are the “muscles”
    • Rules drive or control the process flows:
      • Decision Rules
    What is the Relationship Between Business Rules and BPM? Decision Decision Decision Policy Policy Partner Preference Best Practice Customer Preference
  • BPM Suite Business Process Monitoring & Analytics Business Rules Solution Frameworks Enterprise Application Integration Business To Business Integration Workflow
  • System/Partner and Human Participants Orchestrate Orchestrate Orchestrate Buyer Seller Shipper Choreography Seller Buyer Shipper
  • Unable to Apply Example of SWIFTNet E&I Straight-Through Process Remitter Beneficiary Beneficiary Bank Remitting Bank
    • Parse message
    • Check for duplicate cases
    • Create case & route
    • Attach message
    • Locate & attach payment transaction
    • Evaluate transaction
      • Status=Complete?
      • STP?
    • Look up customer record
    • Issue notification of assignment
    • Contact remitting bank
    • Schedule chasers
    • Assign SLA
    • Update case
    • Attach message
    • Issue notification of assignment
    • Send chaser
    • Update case
    • Attach message
    • Resolve case
    • Attach message
    • Send resolution message
    • Levy service fee
    STP Unable to Apply 1 Notification of Assignment 3 Unable to Apply 2 Unable to Apply 4 Notification of Assignment 5 Notification of Assignment 6 Case Status Request 7 Case Status Response 8 Resolution of Investigation 9 Resolution of Investigation 10 Resolution of Investigation 11
  • BPM Suite Business Process Monitoring & Analytics Business Rules Solution Frameworks Enterprise Application Integration Business To Business Integration Workflow
  • Rule Types Correlation
  • Tasks Participants Rules
  • Example
    • IF
      • Dispute Amount is less than $51; AND
      • Transaction is not disputed as a fraudulent transaction;
      • AND
      • The customer has disputed less than 2 transactions this year;
    Decision Decision Write-Off? Yes No Situation : World Master Card VIP Customer
    • THEN
      • Fully credit the customer without even initiating the dispute i.e. Write-off the transaction. 
  • Situational Selection
    • There are two uses of inferencing for BPMS solutions:
      • Situational Selection of the most appropriate process, UI, decision logic, integration, etc.
      • Rules to capture core business logic:
        • Decision Rule
        • Expressions
        • Event rules
        • Constraints
  • Building Assets BPM Suite Common Practices Build Assets USA Offices Canada Offices Pilot Canada v2 US version 2 West East Canada UK US Add Differences to Specialize French North America Europe BPM Application
  • BPM Suite Business Process Monitoring & Analytics Business Rules Solution Frameworks Enterprise Application Integration Business To Business Integration Workflow
  • Process Instance Data Procurement Process Jill’s Procurement (Computer) John’s Procurement (Desk) Mary’s Procurement (Printer)
  • BPM Suite Business Process Monitoring & Analytics Business Rules Solution Frameworks Enterprise Application Integration Business To Business Integration Workflow
  • Solution Frameworks Solution Framework SF Class 2 SF Class 2 Enterprise Application Integration Business To Business Integration Business Process Monitoring & Analytics Business Rules Workflow Solution Frameworks BPM Suite Operations Declarative Rules Process Flows GUI Integrators Solution Framework Class 1 Attributes Extension 1 Extension 2 Extension 3
  • Customer Process Management Framework BPM Solution Development Healthcare Customer Relationship Extensions Customer Processes and Rules
    • Customer Profile
    • Customer Entitlement
    • Cross Sell
    • Customer Dispute
    • Agreement Renewals
    • Customer Interaction
    Insurance Customer Relationship Telco Customer Relationship Enterprise Application Integration Business To Business Integration Business Process Monitoring & Analytics Business Rules Workflow Solution Frameworks BPM Suite Greater speed to market and use of best practices enable faster achievement of competitive advantage
  • The Service Oriented Enterprise Enterprise Service Bus Application Server Analytic Measures Business Activity Monitoring Business Intelligence Strategic Methodology Example : Balanced Scorecard Enterprise Application Integration Business To Business Integration Business Process Monitoring & Analytics Business Rules Workflow Solution Frameworks BPM Suite
  • What Should You Look for in a BPMS Methodology?
    • The methodology starts with the business case and identifies a best choice opportunity (quick-win opportunity)
    • The methodology reflects the new BPMS paradigm:
      • Processes and business rules are captured, represented, and implemented directly
    • The methodology leverages the BPMS platform
    • Methodology is driven by continuous improvement measures
    • Methodology helps build re-usable corporate assets
  • How: Strategic Methodology Financial Perspective Customer Perspective Internal Process Perspective Innovation & Learning Perspective BSC Vision
  • How: CI Methodology D M A I C
    • CTQs
    • Business Case
    • Process Maps
    Define
    • CTQ (‘Y’, ‘X’) Measures
    • Measurement: Upper/Lower bounds
    • Information/Data Collection Plan
    Measure
    • Analyze Z-scores
    • Analyze Performance Objectives
    • Analyze Variations
    Analyze
    • Examine potential causes
    • Discover relationships
    • Improve process maps
    Improve
    • Detailed measurements and validation
    • Check attainment of envisioned improvements
    • Implement controls
    Control
  • Continuous Improvement LifeCycle Agents Six Sigma Black Belt Process Architect Analyst
  • Business Performance Methodology Business Process Management Suite Business Activity Monitoring (Real-Time and Historic)
  • Capability Maturity Model development Process Defined Quantitatively Managed Optimizing Initial Level 1 Managed Level 2 Level 3 Level 4 Level 5
  • Maturity Stages Classification Level 1 Level 2 Level 3 Level 4 Level 5 CMMI Stage Initial Managed Defined Quantitatively Managed Optimizing BI equivalent No business intelligence services are being utilized Individual process metrics are collected through manual probes A business intelligence information architecture is defined A business intelligence platform is in place Forward-looking and outside information is integrated into the BI infrastructure BPM equivalent Processes are performed manually Processes are modeled using a formal modeling notation Processes are modeled and automated using BPMS technology Process metrics are automatically obtained and processes are managed on a day-to-day basis Processes are continually optimized SOA equivalent No services are defined Individual services are defined A comprehensive services architecture is defined An enterprise service bus is in place Continual optimization of QoS parameters, services architecture
  • BPM COE Best Practices Roles Governance Best Practices Roles Governance Best Practices Roles Governance Service Oriented Architecture IT Service Infrastructure Enterprise Performance Management Service Performance Business Process Management Suite Service Integration
  • BPM Suites for the SOE Challenge… Service Operations Compliance Service Operations Compliance Systems Business Process Management Suite Service Integration Management Goals Systems Sales Service Operations Compliance Partners Sales Service Operations Compliance Partners Management Goals
  • Competitive Advantages for all Communities SOE Local Community Customers Shareholders Partners Government Employees
  • Conclusion
    • SOE can serve their communities through:
      • Truly bridging the GAP between IT and Business: Model, Digitize and Automate policies and procedures
      • Tying KPIs to modeled and executing business processes and policies :
        • Executable predictive models
        • CTQs as process properties
      • Continuously monitoring and improving the implementation to meet the needs of the communities
    • … while leveraging the underlying IT SOA infrastructure and business performance management tools
  • Thank Y
    • Dr. Setrag Khoshafian
    • VP of BPM Technology
    • Pegasystems Inc.
    • www.pega.com
    • Contact Information:
    • 617-866-6407
    • [email_address]
    ou Thank Y ou