How Enterprise HR Processes succeed with Oracle Business Process Management Solutions


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In this session at Oracle OpenWorld 2013 in San Francisco SOA Architect Sven Bernhardt & Project Manager Benjamin Huskic of OPITZ CONSULTING Deutschland GmbH explained how BPM works in a real-world Fortune Global 500: Top 50 company with several independent projects. Learn how to avoid pitfalls and how cross-team synergies can be generated with reusable modules and patterns. The presentation introduces the architectural blueprint that enabled it to be flexible enough to integrate already existing components and presents concrete figures on the time and money benefits it was able to generate. According to the company, “…the efficiency enhancement, achieved by synergies and reusability, in the area of process modeling occurred as fully expected.”
Session held on 25th of September.
About us:

OPITZ CONSULTING is a leading project specialist for custom-build applications and individual business intelligence solutions in the German market. The company's ambition is to help organizations to be better than their competitors. To achieve this OPITZ CONSULTING analyses the individual competitive edge the customer has, optimizes business processes for process automation and IT-support, chooses and designs appropriate system architectures, develops and implements solutions and guarantees a 24/7 support and application maintenance. To ensure the necessary skill and qualification OPITZ CONSULTING has established a training center for customers and the internal staff.

Since 1990 over 600 customers have a long lasting and successful business relationship with OPITZ CONSULTING. Over 2/3 of the German stock index (DAX) companies rely on services from the 400+ OPITZ CONSULTING consultants. OPITZ CONSULTING maintains offices in Bad Homburg, Berlin, Essen, Gummersbach, Hamburg, Munich, Nuremberg and Kraków (Poland).

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How Enterprise HR Processes succeed with Oracle Business Process Management Solutions

  1. 1. San Francisco, 25.09.2013 © 2013 OPITZ CONSULTING Deutschland GmbH Business Process Management How Enterprise HR Processes Succeed with Oracle BPM Sven Bernhardt, SOA Architect Benjamin Huskic, Project manager
  2. 2. 1 Business Case
  3. 3. Project – Facts Siemens HR: One of the biggest HR department in Germany 30 HR Processes Users: Employees Executives Personnel Department About 140,000 Users (in Germany) including about 13,000 Executives Fiscal year 2010/2011: 200,000 Processes started
  4. 4. Project – Challenges Current application reaching end of life Low flexibility - high costs of customization Innovative requirements not realizable
  5. 5. Project – Objectives Transparency Investment security Increased time-to-market Increased productivity
  6. 6. Project – Assignment Assignment Establishment of a prospective, durable BPM-Architecture Implementation of a Process framework Creation of reusable BPM modules and components Conditions Timeframe Pilot Development: August till November 2012 Go Live Pilot: December 2012 Timeframe IPP@S Project Development: till end of September 2013 Frontend platform: JSF 2.0 running on JBoss EAP 6 BPM platform: Oracle BPM Suite 11g Integration platform: Oracle OSB 11g Backend system: SAP - HR
  7. 7. 2 Choice of Technology and Platform
  8. 8. Choice of Technology – Why BPMN? Standard process modelling notation Business-IT alignment Better overall integration Human-centric processes
  9. 9. Choice of Platform – Why Oracle BPM? Reliable, future-proof platform Complete, integrated product suite BPM Suite: High-level process modelling SOA Suite: Integrated service development OSB: Service integration and virtualization Weblogic: Scalable, stable runtime environment
  10. 10. 3 Project Approach and Process
  11. 11. Challenges - Organizational Governance Change management Operations
  12. 12. Challenges - Strategic Think big, think UNIFIED Corporate design Reusable component framework
  13. 13. Challenges - Technical Integrated architecture Modularized process design Data management Framework concept: Unified process start and cancellation Dynamic approvers SLA/Escalation management Process step UI mapping
  14. 14. BPM - Example Architecture
  15. 15. Process Design Principle - Modularization
  16. 16. System Architecture
  17. 17. Data Management Business data vs. payload data Business data: Business data, separated in own database Payload data: minimal process runtime data (ideally ID only) Ensure data actuality Ensure performance through small instance footprint
  18. 18. Unified Process Cancellation Implementation as event based sub processes (Pattern) Flexibility Reusability "Proper" termination of a running process instance including all related subprocesses and tasks
  19. 19. Dynamic Approvers Dynamic, serial approval chains: From 1 to 4 approvers Interruptable in case of rejection Implementation opportunities: Explicit modeling in BPMN Fully traceable in End-To-End monitoring (Flow trace) Implemented with internal Human Task routing (Dynamic approval groups) Routing viewable by task-audit Only business relevant information shown in flow
  20. 20. SLA/Escalation Management Using Oracle Business Calendar Feature
  21. 21. Process Step UI Mapping Challenges: UI needs to know the process' current step No duplication of process logic in UI Solution: BPM returns unique view identifier to UI UI resolves key and displays the corresponding page
  22. 22. Rights and Roles Distributed entitlement information LDAP corporate directory Individual rights management Application side access management
  23. 23. Security Central communication over ESB Application wise separation Routing through SOAP-Headers Payload encryption Web application security
  24. 24. 4 Lessons Learned & Summary
  25. 25. When to use enterprise BPM Static processes Robust reliable platform 3rd level support by operations Easy migration to new platform version Ensure process transparency Measurement of process efficiency via KPI
  26. 26. Lessons Learned Longtime persistence of audit data Central BPM Board Development method Design patterns Testing strategy
  27. 27. Summary - BPM Fulfills the Expectations Process development down to 2-10 person days Synergies through modularization Processes comprehensible by business Process flow transparency Unification of corporate design and standard software "…the efficiency enhancement, achieved by synergies and reusability, in the area of process modeling exceeded the expectations by far."
  28. 28. Questions?
  29. 29. Thank you for listening! Sven Bernhardt: Benjamin Huskic: