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D1 3   200710 Poznan+Paris Bpm Arch
 

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  • 03:00 PM-06:00 PM Sunday, September 16, 2007 Paid Workshop: BPM in Practice: Understanding and Implementing BPM Presented by the leadership team and standards architects of the Workflow Management Coalition (WfMC), this intensive workshop covers the benefits and business impact of BPM, as well as the relevant industry standards including Wf-XML, XPDL, BPMN and BPEL. The topics range from general overview of the BPM market to specific, detailed presentations on standards. The course is designed for beginners and for those who are already familiar with BPM but need to know more about the leading BPM standards and their effect on software design and implementation. Participants will gain a detailed understanding of how to approach BPM initiatives, as well as the role of Business Process Modeling Notation (BPMN) and XML Process Definition Language (XPDL) and Business Process Execution Language (BPEL). All participants will receive an XPDL Implementer’s Kit with details and preparation for XPDL certification. Who Should Attend: • Process Architects evaluating or already engaged in BPM • Application Architects looking to leverage the work of the collective business process standards community • Consultants and Integrators seeking strategies for risk management and competitive advantage • Any professional looking to explore or begin a business process management initiative Key Issues Exploring round-trip modeling and process definition using BPMN and XPDL Understanding swim lanes, pooling, nodes and activities BPM 101: Enterprise Strategy and Process Management Leveraging data mining and analytics How to distribute tasks based on roles and skill sets Differentiating process management and automation Understanding the scope and details of the constructs and core elements of BPMN and XPDL BPEL introduction, status and roadmap Distinguishing executable from model-driven architecture

D1 3   200710 Poznan+Paris Bpm Arch D1 3 200710 Poznan+Paris Bpm Arch Presentation Transcript

  • WfMC Forum Poland 2007 Tutoriel WfMC France 2007 BPM in Practice: Understanding & Implementing BPM Justin Brunt WfMC Vice Chair, Sr. Product Manager TIBCO Ken Mei WfMC External Relations Committee Michael zur Muehlen Professor, Stevens Institute of Technology Nathaniel Palmer WfMC Executive Dire ctor Keith Swenson, Technical Committee Chair, WfMC, VP R&D, Fujitsu Computer Systems
  • Workflow, BPM, & New Enterprise Architecture Keith Swenson Technical Committee Chairman WfMC Vice President of R&D Fujitsu Computer Systems
  • Section Overview
    • Definitions of Terms
    • What is the Gap between Business and IT?
      • Humans vs. System Flow
    • How does Workflow bridge that?
      • Interfacing Humans to Systems
    • What is Business Level Agility?
  • Considering your existing enterprise apps, how important are the following business problems? Source: Forrester Survey of 145 Business and IT decision makers
    • Inadequate support for cross functional processes
    • Mismatch between application functionality and business reqs
    • High cost compared to value
    • Limits on process change due to application inflexibility
    • Lack of visibility and analytic insight into process results
    • Slow upgrade to new functionality
    • Inability to support employees, partner, and customer collaboration
    • Lack of industry specific functionality
    • Inability to extend business processes to external partners
  • A Few Definitions
    • Business Process - A set of one or more linked procedures or activities which collectively realize a business objective or policy goal, normally within the context of an organizational structure defining functional roles and relationships.
    • Workflow - The automation of a business process, in whole or part, during which documents, information or tasks are passed from one participant to another for action, according to a set of procedural rules.
    Ref: WFMC-TC-1011 http://wfmc.org/
  • A Few Definitions
    • Process Definition - The representation of a business process in a form which supports automated manipulation, such as modeling, or enactment by a workflow management system. The process definition consists of a network of activities and their relationships, criteria to indicate the start and termination of the process, and information about the individual activities, such as participants, associated IT applications and data, etc.
  • Relationships of Key Concepts
  • One Last Definition
    • Business Process Management – The practice of developing, running, performance measuring, and simulating Business Processes to effect the continued improvement of those processes. Business Process Management is concerned with the lifecycle of the Process Definition.
  • What is “Human” BPM?
    • Because of all the inconsistent uses of the term “BPM” to mean only invoked web services, we now talk about “Human” BPM to stress the complete picture of both manual & automated activities.
    • Workflow also include the concept of manual & automated activities is used interchangeably with “Human” BPM.
  • Business Run on Processes Finance Sales Marketing Manufacturing Information Technology
    • Accounts Payable and Receivable
    • Billing Dispute Resolution
    • Payroll and Expense Approval Processes
    • Regulatory and Compliance Management
    • Contact and Lead Tracking
    • Proposal Management
    • Contract Management
    • Pipeline Management
    • Advertising and Merchandise Management
    • New Product Introduction
    • Promotions and Deal Management
    • Event Management
    • Order and Vendor Management
    • Product Management and Shipping
    • Customer Service
    • Inventory Control and Supply Chain Management
    • Change and Configuration Management
    • Asset Management
    • Service Desk and Incident Management
    • Application and Security Management
  • Business Processes Are Cross-functional
  • To compete and survive today
    • Organizations must have efficiency
      • Running processes efficiently
      • Utilizing resources efficiently
    • Organizations must have agility
      • Ability to sense environmental changes
      • Ability to respond effectively to those changes
    • Business Process Management is the key
      • Manage processes efficiently
      • Manage resources efficiently
      • Reuse existing assets as much as possible
      • Build and use agile applications
      • Flexibility to adapt to changes
  • People are at the heart of every process
    • Human makes decision based on
      • Experience
      • Knowledge and Rules
      • Availability of relevant information
    • Empowering people is the key to driving process improvement.
    • People in the organization use processes to accomplish their tasks
    • Human-centric BPM is the critical component of achieving competitive advantage
  • What is the Gap Between Business & IT?
  • Business and IT: Two Different Audiences Business IT Concerned with only those goals that can be translated into tested, reliable, secure systems Concerned with business goals both manual & automatable Social structures, working hours, vacation schedules, learning skills, changing positions System structure, 7x24, scalability System to system. platform independence robust & fully automated. User interface, choosing among list of tasks, reassigning, manual handling of exceptional occasions. Change processes in days Change processes in months ? ? ? ? ? ? Legacy CRM ERP Supply Chain Sales Marketing Finance Procurement
  • The Bridge Between Human & System CRM Legacy ERP Supply Chain Sales Marketing Finance Procurement Business IT Enterprise Service Bus Web Service Orchestration Presents the right user interface, to the right person at the right time. Notifies & reminds people Automated activities make calls to the ESB and Composite Services in response to user actions. EAI Composite Services WS-Orchestration Web Services Resources Adapters Forms GUI Roles Assignee Expressions Timers Human BPM / Workflow
  • What is the purpose of BPM / Workflow
    • Place in the hands of business professionals the ability to modify their processes, with no involvement from the IT organization
          • Michael Melenovsky, Gartner
    • ... process changes are made by business professionals who need only limited knowledge of IT systems. In a growing number of cases, changes such as work item routing, business rule overrides, and parametric changes to approval levels, are made in real time to executing process.
          • Janelle Hill, Gartner
  • Where is it Going?
    • By 2009, 20 percent of business processes in the Global 2000 will be supported on BPMS[*]. These processes will be predominantly those that involve a lot of human work, that differentiate the company from its competitors and that are poorly supported by existing IT systems (0.7 probability).
          • Janelle Hill, Gartner
    • * BPMS is defined as a suite that handles both human and system processes.
  • How Does Workflow Bridge the Gap?
  • 1990  Workflow in the Brain Enterprise Application A “ Account Management” Background Check Conformance Guidelines Application Logic in Monolithic Program UI “Screens” list Accts new Acct update Acct delete Acct
  • 1993  Workflow Assist in Sequence Enterprise Application A “ Account Management” Background Check Conformance Rules Application Logic in Monolithic Program UI “ Screens” list Accts new Acct update Acct delete Acct background check create account check guidelines Launches UI User accesses original UI directly Human BPM/Workflow:
  • 1996  Distribute Work Enterprise Application A “ Account Management” Background Check Conformance Rules Application Logic in Monolithic Program UI “ Screens” list Accts new Acct update Acct delete Acct background check create account check guidelines Launches
  • 2002  Backend converted to Web Services Enterprise Application A “ Account Management” Background Check Conformance Rules Application Logic Service Oriented Architecture Exposed Web Services list Accts new Acct update Acct delete Acct enter info create account bg check rules Review UI connects user to process engine, not the back-end applications
  • 2005  Composite Services Give IT Agility Old Rules Enterprise Application A “ Account Management” Background New Rules list Accts new Acct update Acct delete Acct enter info create account call 1 Review ESB / BPEL Application Logic Exposed Web Services Composite Service
  • 2005  Composite Services Give IT Agility Old Rules Background New Rules list Accts new Acct update Acct delete Acct enter info create account call 1 Review ESB / BPEL Application Logic Exposed Web Services Composite Services
  • Human Activities Have Three Phases Review Automated phase before to prepare for the task Wait phase for Human to do the work, includes timers and escalation logic Automated phase after to take care of results of the task User Interface (while waiting) Note: this notation is not standard!
  • 2008  Simplify as “Human Steps” Enterprise Application A “ Account Management” Background Conformance Rules Application Logic Exposed Web Services list Accts new Acct update Acct delete Acct call 1 Review ESB / BPEL enter info Composite Service To People: Looks like two steps! Much simpler.
  • Separation of Responsibility
    • Business Retains Control of
    • Assignment of Responsibility
    • Groups, Roles, Skills
    • Deadlines
    • Alerts, Reminders, Escalations
    • Order of Tasks
    • Addition of Manual Tasks
    • User Interface
    • IT Retains Control of
    • Computational Logic
    • Data Representations
    • Scalability / Performance
    • Interoperability
    • Master Data Management
    Enterprise Application A “ Account Management” Background Rules list Accts new Acct update Acct delete Acct ESB / BPEL call 1 Review enter info
  • Separation of Development
    • Business Retains Control of
    • Assignment of Responsibility
    • Groups, Roles, Skills
    • Deadlines
    • Alerts, Reminders, Escalations
    • Order of Tasks
    • Addition of Manual Tasks
    • User Interface
    • IT Retains Control of
    • Computational Logic
    • Data Representations
    • Scalability / Performance
    • Interoperability
    • Master Data Management
    Depends strongly on who is in each organization. Changes on daily basis Organizational Culture Optimize for each team Respond to market or legislation Related to Training, Experience Requires expensive technical capabilities Very low or no dependence upon the organizational culture Knowledge of infrastructure Who? When? What? How?
  • Human Process Management vs. Enterprise Application Integration
  • EAI BPM
    • Mainly integration or technology driven processes
      • Straight Through Processes
      • Short process duration
    • Projects tend to be driven by IT
    • Humans get involved when there are exceptions
    • Usually less sophisticated human support required
  • Human BPM/Workflow
    • Mainly Human Centric Activities
    • Collaboration between participants
      • May be supported by BPM system
      • May occur outside automated system (direct human interaction)
      • Long process duration
    • Projects tend to be driven by Business
    • Almost always require integration with applications or technologies
    • Integration capabilities usually not as rich as products with origins in EAI
  • Workflow : End user application
    • Workitems
      • To-do list, works to do (personal, role …)
    • Forms represent task
      • Step, workflow activity
    • Forms interaction
      • document attachments, comments
    • Many other interaction
      • Search, caseview …
    •  Users need rich applications
  • Workflow : advanced management
    • Time management
      • Delegate, alarm, overdue, delay, vacation
    • Supervision
      • Team management, Process supervision, exception
  • Workflow : the user within BPM
    • User management
      • Rights, assignment, skills, Organizational structure
    • Task assignment
      • Self-service, workload, distribution, dynamic assignment
    KO OK OK (Initiator’s) Manager HRD Initiator KO Fill-in the request Approving the vacation request Validating the vacation request Notifying acceptance Notif. Refusal by the manager Notif. Refusal by HRD Notif. Refusal by HRD of an accepted vacation Initiator Initiator Manager Initiator
  • Workflow : also system integration
    • From a workflow perspective, a participant can be a human, an application, a machine, or another process or workflow engine
    • System integration mostly base on point to point connector technology (a participant = 1 application)
    • High document integration (EDMS/ECM) capability
  • Convergence
    • EAI specialists acquire Workflow technology to increase Human capabilities
    • Workflow specialists integrate EAI technology to increase integration/transaction/connector capabilities
  • Convergence has multiple benefits
    • More flexibility for customers
      • Single product applicable for wide range of projects
      • Both ends of the spectrum from
        • Complex integration
        • To
        • Manual intensive
    • More sales opportunities for vendors
      • Target wider range of solutions with potential customers
    • Can foster better collaboration between Business and IT
  • BPM Standards foster convergence
    • BPMN is the widely accepted as standard for describing processes
    • XPDL promotes the exchange of processes between vendors and tool types
      • Modelling and Simulation
      • Process Design and Implementation
      • Process Deployment
      • BAM and Historical Reporting
    • BPEL primarily for execution
      • But gets used for process exchange through extensions
      • BPEL4People may address some problems
      • Several Modelling tool vendors have chosen this route
    • Wf-XML Inter Engine Collaboration
  • Business Level Agility
  • Step 1  Draw Human Process Review enter info First: a business analyst draws the “human” process Business Analyst John
  • Top Down Design: Step 2  Add Integration Enterprise Application A “ Account Management” Background Conformance Rules list Accts new Acct update Acct delete Acct call 1 Review ESB / BPEL enter info Second: Service Invocation Added by IT Expert IT Integration Expert Robert
  • Agility = Business Driven Change w/o Programming Enterprise Application A “ Account Management” Background Rules list Accts new Acct update Acct delete Acct call 1 Review ESB / BPEL enter info News Flash! Some other bank sued! Need to respond quickly to avoid risk! legal check
    • When done right, successful BPM initiatives (herein referring to projects involving both business process analysis and the implementation of business process management software) change the entire notion of applications, by allowing core systems to respond to process context, rather than driving processes around the limits of technology.
      • Nathanial Palmer, Laura Mooney, 2006
  • Benefit  Business Level Agility
    • Applications are no longer monolithic
    • UI is separated from the back end logic
    • The solution is built from “applications slices” sequenced by Human BPM
    • BPM determines the right person for the right task at the right time.
      • Business analyst is in control of this!
    • Business side can rearrange slices, and add in manual steps quickly
  • Section Summary
    • New structure for enterprise applications
      • Separate “who” & “when”
      • From “what” & “how”
    • Key Benefits:
      • Business Level Control & Agility
      • Visibility: Monitoring & Tracking
      • Reuse & Adapt
    • Standards are key to interoperability
      • BPMN – the graphical notation
      • XPDL – the file format for design interchange
  • Process Thought Leadership