Current bpm trends tendencias en bpm


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My Keynote to the Argentina BPM Forum 2011. Buenos Aires 7 sept 2011.

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  • Verify   that the provided file meets the specified standardVerification is a Quality control process that is used to evaluate whether or not a product, service, or system complies with regulations, specifications, or conditions imposed at the start of a development phase. Verification can be in development, scale-up, or production. This is often an internal process."Are you building it right?" "building it right" checks that the specifications be correctly implemented by the system. This can be objective if the specifications are sufficiently precisestructural testing (white box)To verify an error-free XML file,Why XSLTs are not enoughNeed to ensure it is valid xml and then need to ensure it is schema valid then need to ensure it is valid as to the structural constraints of the metamodelThe XSD is more relax then the metamodelValidate    that the content of the provided file is valid with respect    to the specified standard.Validation is a Quality assurance process of establishing evidence that provides a high degree of assurance that a product, service, or system accomplishes its intended requirements. This often involves acceptance of fitness for purpose with end users and other product stakeholders."Are you building the right thing?“"Building the right thing" refers back to the user's needs,This is difficult to determine and involves subjective judgementsfunctional testing (black box)Transform   the provided file within the same standard.Convert    the provided file from one BPM standard to another
  • Current bpm trends tendencias en bpm

    1. 1. Business Process Incubator<br />Where BPM comes to life!<br />Current BPM Trends<br />Tendencias en BPM<br />BPM Forum 2011<br />Buenos Aires, Argentina<br />Denis Gagné <br />Trisotech<br />BPMN 2.0 FTF MemberXPDL 2.2 and 3.0 Co-Editor<br />
    2. 2. Agenda<br />Trends in:<br />BPM Discipline<br />Facilitated by<br />BPM Standard<br />Relevant to<br />Stimulated by<br />BPM Technology<br />Conformant to<br />
    3. 3. BPM Discipline<br />Current BPM Trends<br />Tendencias en BPM<br />BPM Forum 2011<br />Buenos Aires, Argentina<br />
    4. 4. Business Processes<br />Central to organizations and their customers<br />Used to: <br />capture knowledge and critical information, <br />coordinate activities, <br />measure results, and<br />communicate across departments, with business partners and customers.<br />
    5. 5. Business Efficiency<br /><ul><li>“Doing things right” Do more with less</li></ul>BPM Benefitsin a Nutshell<br />Business Agility<br /><ul><li>Quickly adapt to changing Business Conditions </li></ul>Business Insight<br /><ul><li>Current status, outcome, compliance</li></li></ul><li>Business Process Conundrum<br />Processes are the central nervous system of organizations and yet they are not always clearly understood, defined, documented, communicated or optimized.<br />
    6. 6. Process Management<br />Processes are inherently cross functional, so functional management (alone) does not ensure delivery of value to your customers<br />Functional<br />Organization<br />Process<br />Functional Overlay<br />Process<br />Organization<br />Functional<br />Process Overlay<br />From traditional <br />LOB Management<br />To Process based <br />Management<br />
    7. 7. Improvement vs. Management<br />Process Improvement<br />Is project based<br />Is discontinuous improvement<br />Addresses particular process problems<br />Process Management<br />Is not project based but a management philosophy<br />Is a continuous improvement culture<br />Is about process-based management<br />Will require some culture change<br />
    8. 8. Holistic BPM: Various Concerns<br />Change<br />Management<br />Imaging<br />Process<br />Workflow<br />Process<br />Improvement<br />BA<br />BPA<br />EA<br />Process<br />Integration<br />Adapted from Bruce Silver<br />EAI, SOA<br />
    9. 9. Process<br />Management<br />Process<br />Focus<br />Strategy<br />Service<br />Focus<br />Strategy<br />SOA<br />Achieving the Process Centric Organization<br />Process<br />Centric <br />Organization<br />Business<br />Value<br />Current<br />State<br />IT Value<br />
    10. 10. Process<br />Management<br />Governance<br />SOA<br />Reality: A Series of Key Initiatives<br />Process<br />Centric <br />Organization<br />Business<br />Value<br />Current<br />State<br />IT Value<br />
    11. 11. BPM Best Practices in a Nutshell<br />Change Management<br />Competency<br />Commitment<br />BPM Success<br />C3<br />Obtaining <br />Sponsorship<br />Assigning <br />Process Ownership <br />and Stewardship<br />Overcoming pure Functional Thinking<br />Enabling the Change<br />Awareness<br />Desire<br />Knowledge<br />Ability<br />Reinforcement<br />Establishing a BPM CoE<br />(or BPCC)<br />Expanding <br />BPM Knowledge beyond CoE<br />(or BPCC)<br />
    12. 12. Diffusion of BPM Concepts and Benefits<br /><ul><li>the provision of tangible and robust BPM methodologies, techniques, and tools in order to facilitate the well-defined execution of process re-design activities.</li></ul>BPM CoEBusiness Process Capability Center<br />Creation of Convergence among BPM Initiatives<br /><ul><li>Creating alignment, governance, and convergence of all BPM-related services within an organization with the aim to increase synergies and consistency, ultimately leading to increased return on investment.</li></ul>Strategic Alignment and BPM Culture<br /><ul><li>Linking BPM services with corporate strategy and establishing a BPM culture.</li></ul>Jesus, Macieira, Karrer, Rosemann.<br />
    13. 13. Towards Understanding BPM<br />BPM Practitioners are Organizing and Structuring Knowledge<br />As exemplified by: <br />the many BPM professional certification programs <br />ABPMP: Certified Business Process Professional (CBPP)<br />AIIM: BPM Certificate Program <br />BPM Council: Certification in BPM (P.BPM)<br />BPM Group: Certified Process Management - Practitioner (CPI-M)<br />BPM Institute: BPM Certificate of Training<br />IIBA: Certified Business Analysis Professional (CBAP)<br />OMG: Certified Expert In BPM (OCEB)<br />….<br />and body of knowledge emerging<br />ABPMP: Business Process Management Common Body of Knowledge (BPM CBOK)<br />IIBA: Business Analysis Body of Knowledge (BABOK)<br />Process Knowledge Initiative (PKI): Process Knowledge BoK (PKBoK)<br />
    14. 14. BPM Standards<br />Current BPM Trends<br />Tendencias en BPM<br />BPM Forum 2011<br />Buenos Aires, Argentina<br />
    15. 15. Process Improvement<br />Not standards but process improvement strategies<br />Lean<br />Quality<br />Be mindful of sub optimization<br />Higher Satisfaction may require more Time on task<br />Higher Quality may involve more Cost<br />Lowering Time on task may decrease Satisfaction<br />Lowering Cost may decrease Quality<br />Time<br />Satisfaction<br />Cost<br />
    16. 16. Some Current BPM Relevant Standards<br />OMG: Object Management Group<br />BPMN: Business Process Modeling Notation<br />BMM: Business Motivation Model<br />BPMM: Business Process Maturity Model<br />SBVR: Semantics of Business Vocabulary and Business Rules<br />PRR: Production Rule Representation <br />WfMC: Workflow Management Coalition<br />XPDL: XML Process Definition Language<br />Wf-XML: Extension to the OASIS Asynchronous Service Access Protocol.(ASAP)<br />BPAF: Business Process Analytics Format <br />OASIS: Organization for the Advancement of Structured Information Standards<br />BPEL: Business Process Execution Language<br />BPSS: ebXML Business Process Specification Schema<br />…<br /><br /><br /><br />
    17. 17. Whatis BPMN?<br />What is BPMN?<br />Business Process Model and Notation<br />Why BPMN matters?<br />Readily understandable by business stakeholders<br />Aim to bridge the gap from modeling to subsequent implementation<br />
    18. 18. Why BPMN?<br />Simple to learn yet powerful enough to depict the potential complexity of most processes.<br />Bridges the communication gap that exists between Business, Engineering, Manufacturing, etc. and IT.<br />Provides organizations with the capability of defining, understanding and even executing their processes through diagrams.<br />Widely accepted and widely supported.<br />
    19. 19. Basic Elements of BPMN<br />
    20. 20. Process:Engineering Change Management (ECM)<br />
    21. 21. Business Process Incubator<br />BPMN 2.0 eLearning Courses<br />BPMN 2.0 Examples<br />Other BPMN 2.0 items<br />Blogs<br />Books<br />Presentations<br />Tools<br />…..<br /><br />Warning Shameless Self Promotion<br />
    22. 22. What is XPDL?<br />What is XPDL?<br />XML Process Definition Language<br />Why XPDL matters?<br />Meant for interchange from inception<br />Internal model of many existing BPM tools<br />Backward compatibility of BPMN 1.2<br />
    23. 23. Business Process Incubator<br />XPDL Items<br />Blogs<br />Books<br />Presentations<br />Tools<br />….<br /><br />Warning Shameless Self Promotion<br />
    24. 24. Workflow Reference Model<br />Process Definition tool<br />Enactment Engine<br />Administration & Monitoring tool<br />Other Engines<br />Wf-XML<br />Client<br />Apps<br />Worklist<br />Handler<br />Tool<br />Agents<br />Invoked<br />Apps<br />
    25. 25. Validation<br />Transformation<br />Verification<br />Conversion<br />BPM Standards<br />Conformance<br />Assurance<br />BPM Standards Conformance Assurance<br />
    26. 26. Business Process Incubator<br /><ul><li>Free BPMN 2.0 Modeler for Visio
    27. 27. Cloud App Selector</li></ul>Verification & Validation of BPM Assets<br /><ul><li> Ensures BPM assets are conformant to specified standards
    28. 28. *Ensures BPM assets are conformant to clients’ guidelines</li></ul>Conversion of BPM Assets <br /><ul><li>Converts BPM models from standard to standard
    29. 29. *Converts BPM models from vendor platform to vendor platform</li></ul>Legacy Process Assets migration to BPMN<br /><ul><li> Converts any MS Visio process diagram to BPMN
    30. 30. Converts any MS Project file to BPMN
    31. 31. *Converts Proprietary Process Notation to BPMN</li></ul>*available upon request<br />Warning Shameless Self Promotion<br />
    32. 32. Case Management Model & Notation<br />C<br />Case Management<br />Means to Ends<br />Process Management<br />Concerned with the Lifecycle of a Process<br />Content/Document Management<br />Concerned with the Lifecycle of Content/Document<br />Case Management<br />Concerned with the Lifecycle of a Case<br />All Involve Structured and Unstructured Work Efforts<br />All are Means to achieving the Organization’s Ends<br />Hybrids in all dimensions are possible and do exists<br />P<br />Process<br />Management<br />D<br />Document/<br />Content<br />Management<br />
    33. 33. C<br />Defining a Case Management Standard<br />P<br />D<br />OMG RFP<br />Currently 3 proposals<br />Expected to merge<br />CMMN<br />Takes a Case Management View<br />Not a Process view of Case<br />Not a Content/Document view of Case<br />Reference to BPMN 2.0 and CMIS 1.0<br />Loose Coupling<br />Extensions if necessary but not necessarily extensions<br />
    34. 34. BPM Technology<br />Current BPM Trends<br />Tendencias en BPM<br />BPM Forum 2011<br />Buenos Aires, Argentina<br />
    35. 35. BPMS an Evolving Market <br />Progress Software acquires Savvion<br />Software AG acquires WebMethods<br />Software AG acquires IDS Sheer <br />Open Text acquires Metastorm<br />Open Text acquires Global360<br />Tibco acquires Staffware<br />IBM acquires Lombardi<br />Oracle acquires Collaxa<br />Tibco acquires Nimbus<br />Oracle acquires BEA <br />BEA acquires Fuego<br />IBM acquires Filenet<br />2004<br />2005<br />2006<br />2007<br />2008<br />2009<br />2010<br />2011<br />
    36. 36. Trending Topicswithin<br />IT<br />BPM Influencers<br />BPM Vendors<br />Cloud<br />Social<br />Mobile<br />Case Management (Dynamic/Adaptive Processes)<br />Social BPM<br />Enterprise Architecture<br />Cloud BPM<br />Social BPM<br />Case Management<br />
    37. 37. Advanced BPM Tools<br />Process Mining<br />Extracting Information from event logs to expose a process model<br />Process Simulation and Optimization<br />Structural Analysis<br />Analysis (often static) of the structural aspects (configuration) of a process model<br />Capacity Analysis<br />Analysis (often dynamic) of the capacity aspects of a process model <br />WfMC is to announce the creation of a new Process Simulation & Optimization Working Group. All interested in a Process Simulation & Optimization interchange standard contact: Denis Gagné, Working Group Chair.<br />
    38. 38. Advanced BPM ToolsBest Practices<br />The Right Expert for the Right Task<br />Although conceptually simple to grasp, successfully (meaningfully) using process simulation and/or process mining still requires some expertise (Advanced Mathematical Skills)<br />The Right Model for the Right Goal<br />Align Modeling Objectives with Simulation Objectives<br />Abstraction<br />Fidelity<br />Validity (soundness and completeness)<br />The Right Answer to the Right Question<br />Make sure to instrument your business model with parameters that are actual indicators (influencers) of what you wish to explore<br />
    39. 39. BPMS Morphing Definition<br />BPA <br />Process Modeling<br />Enterprise<br />Architecture & Modeling<br />Case Management<br />Lean, 6S<br />Process Simulation<br />Content/Doc<br />Management<br />Process<br />Workflow<br />BI<br />Process<br />Improvement<br />Portal<br />Web 2.0<br />BAM<br />BPMS<br />Social Web<br />BRMS<br />Cloud/SaaS<br />Process<br />Integration<br />EAI/SOA<br />CEP<br />
    40. 40. BPMS Best Practices <br />Matching Tools to Requirements<br />Process<br />Workflow<br />Process<br />Improvement<br />BA<br />BPA<br />EA<br />Process<br />Integration<br />
    41. 41. Business Process Incubator<br />Exhaustive catalogue of existing BPM related Tools<br />Warning Shameless Self Promotion<br />
    42. 42. TakeAway<br />Current BPM Trends<br />Tendencias en BPM<br />BPM Forum 2011<br />Buenos Aires, Argentina<br />
    43. 43. Business Process Management (BPM) Awareness<br />As a practice<br /><ul><li> Process Centric Organizations are Emerging NOW
    44. 44. BPM Practitioners are Organizing and Structuring Knowledge NOW</li></ul>As a technology<br /><ul><li>Fundamental and Applied BPM Research is thriving NOW
    45. 45. Matured BPM product suites are available NOW</li></li></ul><li> +<br /> +<br />+<br /> +<br /> +<br />Business Process Incubator<br />Where BPM comes to life!<br />The Business Process Incubator offers membership based syndication solutions of evergreen, value added BPM related content.<br />BPM Content Syndication<br />BPM Content <br />Aggregation<br />BPM Content <br />Publisher<br />
    46. 46. Key Ideas<br />The BPM Syndication Platform!<br /><ul><li>One Stop BPM Resource Gateway
    47. 47. Syndicate In and mashes up BPM related resources
    48. 48. Syndicate Out BPM related resources to partners</li></ul>The BPM App Store!<br /><ul><li> Offers both Free and for a Fee BPM content
    49. 49. Contributions by Practitioners and Vendors
    50. 50. Vendor Independent but Supported by Vendors</li></ul>Bringing BPM Standards to the Cloud! (SaaS)<br /><ul><li> At the Forefront of BPM Standards (BPMN 2.0 & XPDL 3.0)
    51. 51. Conformance Verification and Validation (WfMC endorsed)
    52. 52. Conversion of BPM Assets</li></li></ul><li>Business Process Incubator<br /><br />