Presentation Bejug March 2009
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  • 1. www.realdolmen.com Introduction to jBPM 4 APRIL 1, 2009 | SLIDE 1
  • 2. (*) Input: “Hype Cycle for Business Process Management, 2008” APRIL 1, 2009 | SLIDE 2
  • 3. APRIL 1, 2009 | SLIDE 3
  • 4. WHAT‟S THE FUSS ALL ABOUT? “Business process”   An (organized) way of “doing things”  … with certain goal (eg making money)  Not an IT concept  1723-1790, Adam Smith: The pin factory  1863-1947, Henry Ford: mass production – Assembly lines APRIL 1, 2009 | SLIDE 4
  • 5. NOT AN IT CONCEPT  1900-1993, William Edwards Deming  Japanese production boom (after WWII)  Quality control techniques  Improved production through insight in processes PLAN  (Deming) quality circle ACT DO CHECK APRIL 1, 2009 | SLIDE 5
  • 6. BUSINESS PROCESSES ARE EVERYWHERE  Tax system APRIL 1, 2009 | SLIDE 6
  • 7. BUSINESS PROCESSES ARE EVERYWHERE  Tax system  Library: acquiring and returning a book APRIL 1, 2009 | SLIDE 7
  • 8. BUSINESS PROCESSES ARE EVERYWHERE  Tax system  Library: acquiring and returning a book  Ordering a ticket for a concert APRIL 1, 2009 | SLIDE 8
  • 9. BUSINESS PROCESSES ARE EVERYWHERE  Tax system  Library: acquiring and returning a book  Ordering a ticket for a concert  Getting up in the morning APRIL 1, 2009 | SLIDE 9
  • 10. BUSINESS PROCESSES ARE EVERYWHERE  Tax system  Library: acquiring and returning a book  Ordering a ticket for a concert  Getting up in the morning …   Any company - any product - any service  They all have business processes  Which means  Business processes = doing business APRIL 1, 2009 | SLIDE 10
  • 11. THE POWER OF PICTURES  Communication medium  the diagram  Simple and easy to understand APRIL 1, 2009 | SLIDE 11
  • 12. APRIL 1, 2009 | SLIDE 12
  • 13. APRIL 1, 2009 | SLIDE 13
  • 14. BUSINESS PROCESS MANAGEMENT  Business processes are ubiquitous  This doesn‟t mean that people are aware of them …  This doesn‟t mean that they are controlled or guided …  This doesn‟t mean that everyone is using the same process …   Managing processes  Discipline  Organizational change needed  One must know, understand and follow the business process  Thinking in processes, intra- and interbusiness  Control / guiding / insight  Is the work that‟s being done in comformance with the process?  Technology can help, but it is not required to „do BPM‟  „BPM suites‟ APRIL 1, 2009 | SLIDE 14
  • 15. BUSINESS PROCESS MANAGEMENT  It all depends on the stakeholders point of view Perception Vendor APRIL 1, 2009 | SLIDE 15
  • 16. BUSINESS PROCESS MANAGEMENT  It all depends on the stakeholders point of view! Perception Process analyst APRIL 1, 2009 | SLIDE 16
  • 17. BUSINESS PROCESS MANAGEMENT  It all depends on the stakeholders point of view! Perception Manager APRIL 1, 2009 | SLIDE 17
  • 18. BUSINESS PROCESS MANAGEMENT  It all depends on the stakeholders point of view! Perception Project manager APRIL 1, 2009 | SLIDE 18
  • 19. BUSINESS PROCESS MANAGEMENT • Expectations are high! • In the end, the people in the trenches will determine the success of your BPM Reality project • You can have the most effective designed process in the world • It‟s useless if people don‟t use it • People need to understand it • People need to be trained and consulted APRIL 1, 2009 | SLIDE 19
  • 20. BUSINESS PROCESS MANAGEMENT • And what about management? • Today: „crisis management‟ • Treating symptons, not the cause • BPM allows to provide insight • Managers need to have a deep understanding of how the business operates to make correct decisions • Insight allows to change & optimise the current business processes • Reactive  proactive  predictive mgmt APRIL 1, 2009 | SLIDE 20
  • 21. BPM SELLING POINTS  Bridge between IT & the business  No disconnection between  What business expects  What IT delivers  And forcing the business people to align  Business changes are rapidely implemented  Agile  Visibility  Monitoring, CEP, KPI, data-mining, …  Making decisions in real-time APRIL 1, 2009 | SLIDE 21
  • 22. CONCLUSION  So by now you should know  BPM is not about buying a killer-app and using it  (But that‟s often how it is sold)  Technology can be used to unlock BPM for your company  BPM products (or „suites‟) This all sounds nice, doesn‟t it?   … so why is not every software BPM (yet)? APRIL 1, 2009 | SLIDE 22
  • 23. APRIL 1, 2009 | SLIDE 23
  • 24. BPM MARKET  Many players  Open-source and commercial  Long history But … no standardization,  no specs, …  Some initiatives  OMG, OASIS, WFMX  BPMN, BPEL, XPDL APRIL 1, 2009 | SLIDE 24
  • 25. BPM LIFECYLE  BPM products  Currently: no specs, no portability, …  Only common functionality of BPM suites: the BPM lifecycle: Design/modeling Optimization Execution Monitoring APRIL 1, 2009 | SLIDE 25
  • 26. BPM LIFECYCLE Design/modeling  Problem: translate diagram to executable code  Typical BPM marketing: business analyst „plug & play‟  (Un)fortunately the world is gray – Transactions, integrations with other systems, performance, … APRIL 1, 2009 | SLIDE 26
  • 27. BPM LIFECYCLE Design/modeling  Jbpm approach  Recognize that there is difference between business-wise business processes and technical processes  Developers-friendly BPM framework  How to communicate?  One source, different views … APRIL 1, 2009 | SLIDE 27
  • 28. BPM LIFECYCLE Execution APRIL 1, 2009 | SLIDE 28
  • 29. BPM LIFECYCLE Jbpm parser Execution Jbpm Jbpm Services Pojo’s APRIL 1, 2009 | SLIDE 29
  • 30. BPM LIFECYCLE Monitoring APRIL 1, 2009 | SLIDE 30
  • 31. BUSINESS PROCESS MANAGEMENT Really, it‟s not an invention of IT  Design/modeling PLAN Optimization Execution ACT DO CHECK Monitoring BPM lifecycle Deming circle APRIL 1, 2009 | SLIDE 31
  • 32. JBPM 4 VS JBPM 3: BPM MODELING  A discipline  Drawing the diagram == the final step of process design  Specialized staff needed (with business knowlegde)  No standarization  Proprietary symbols and semantics  No diagram portability  BPMN effort (OMG)  Business process modeling Notation  Open standard for drawing business processes APRIL 1, 2009 | SLIDE 32
  • 33. APRIL 1, 2009 | SLIDE 33
  • 34. TYPICAL BPM SOFTWARE BPM APRIL 1, 2009 | SLIDE 34
  • 35. JBOSS JBPM TO THE RESCUE  BPM engine  http://www.jbpm.org  Built on Hibernate  Development started 2003  Tom Baeyens  Koen Aers  Alejandro Guizar  Thomas Diesler  Heiko Braun  Current: 3.3.1 GA / 4.0.0 A2 APRIL 1, 2009 | SLIDE 35
  • 36. JBPM TO THE RESCUE!  Open source BPM solution  No black-box magic  Embeddable in any application  Engine == 1 jar  Non-monolithic approach  Process language-independent (and spec-independent)  Not BPEL centred as many vendors  Based on VM for process languages (PVM)  Easy for developers  JPDL  Pojo based  Performant This is only a teaser ;-)  Hibernate(*)  Jboss umbrella (*)http://www.jorambarrez.be/blog/2008/04/14/short-jbpm-performance-showdown/ APRIL 1, 2009 | SLIDE 36
  • 37. JBPM: PROCESS PLATFORM APRIL 1, 2009 | SLIDE 37
  • 38. WHY NOT BPEL AS MAIN LANGUAGE?  Business Process Execution Language  Many (major) vendors (eg Oracle, IBM, …)  Web-service centric language  Input has to be a webservice  Output is a new webservice  Communication == only through WSDL interfaces  Xpath, Xquery  Cumbersome … and no fun of development  jBPM  BPEL is not the (only) way to go  Support for BPEL through PVM  It makes sense in some environments  But … jPDL is so much easier for developers APRIL 1, 2009 | SLIDE 38
  • 39. EXAMPLE PROCESS APRIL 1, 2009 | SLIDE 39
  • 40. JBPM‟S BENEFITS  Managing this process definition with the jBPM runtime allows  To start and continue a process for a given book  To retrieve the global current unfinished tasks  To automatically trigger a Java class or predefined activity on a certain date  To attach custom Java handler classes  eg a Java call to the mainframe library system in Brussels  To retrieve statistics about past and running processes …  To „do BPM‟ in developers-friendly/comfortable approach APRIL 1, 2009 | SLIDE 40
  • 41. WHY USE A BPM ENGINE?  Any BPM app can be built without jBPM  But how many if-else‟s you would need?  Maintain it? How easy will it be to change the flow? APRIL 1, 2009 | SLIDE 41
  • 42. WHY USE A BPM ENGINE?  BPM engine ~ state machine  It‟ s no rocket science  jBPM  Years of experience solving  Common problems  Uncommon problems  And event edgier cases  All in one download  Don‟t reinvent the wheel …  Leave that up to wheel-builders APRIL 1, 2009 | SLIDE 42