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Humans Are (Not) A Service -  A journey towards Oracle BPM - OOW 2011 - OPITZ CONSULTING Winterberg - HP Normann
 

Humans Are (Not) A Service - A journey towards Oracle BPM - OOW 2011 - OPITZ CONSULTING Winterberg - HP Normann

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This presentation was held by Torsten Winterberg, OPITZ CONSULTING, and Hajo Normann, HP, at the Oracle Open World Konference 2011 in San Francisco and touches the following subjects:...

This presentation was held by Torsten Winterberg, OPITZ CONSULTING, and Hajo Normann, HP, at the Oracle Open World Konference 2011 in San Francisco and touches the following subjects:
1. From taylorism to knowledge work
2. IT support
3. ACM and BPM
4. Case study
5. Human aspects in BPM
6. Type of communication

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Humans Are (Not) A Service -  A journey towards Oracle BPM - OOW 2011 - OPITZ CONSULTING Winterberg - HP Normann Humans Are (Not) A Service - A journey towards Oracle BPM - OOW 2011 - OPITZ CONSULTING Winterberg - HP Normann Presentation Transcript

  • Humans Are (Not) a Service:The Journey towards Oracle Business Process ManagementHajo NormannHPTorsten WinterbergOPITZ CONSULTING GmbHOOW 2011, San Francisco, California ACM Seite 1
  • The Team: Masons-of-SOAwww.soa-community.com  Bernd Trops (Sopera): bernd.trops@sopera.com  Clemens Utschig-Utschig (Boehringer-Ingelheim): clemens.utschig-utschig@boehringer-ingelheim.com  Berthold Maier (Oracle Consulting): berthold.maier@oracle.com  Hajo Normann (HP Enterprise Services): hajo.normann@hp.com  Torsten Winterberg (OPITZ CONSULTING): torsten.winterberg@opitz-consulting.de  Jürgen Kress (Oracle Corp.) juergen.kress@oracle.com ACM Seite 2
  • Agenda1. From taylorism to knowledge work2. IT support3. ACM and BPM4. Case study5. Human aspects in BPM6. Type of communication ACM Seite 3
  • 1 From taylorism to knowledge work ACM Seite 4
  • The industrial revolution:Bringing mass-production to our world ACM Seite 5
  • A new role emerged: the production-worker ACM Seite 6
  • The key: Serial Execution of a well-definedprocess (and no exceptions!) Exceptions… A4 Trx Trx Trx Trx A1 A2 A3 D1 A5 http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518 ACM Seite 7
  • Taylorism: production workers everywhere… ACM Seite 8
  • Work has already changed today:The knowledge worker  Innovation in business concepts  Division of Labor  Work & Component Standardization  Efficiency studies & Improvement  Management  Innovation in technology  Tools  Machines ACM Seite 9
  • Why and how to give the knowledge2 worker better IT support? ACM Seite 10
  • IT support for knowledge workers isa challenge… Rigid Workflow Word/ Paper E-mail Excel CRM/ Product ERP system Data-driven system Document system http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518 ACM Seite 11
  • BPM-technology. The Solution? ACM Seite 12
  • BPM-technology. The Solution? The key lesson: Pre-defined workflow is great, but you need to apply it where appropriate… Don‟t bring us back to Taylor-times… ACM Seite 13
  • The fear… So I won‟t have a complete 30-step, 10 angles covered, EPC/BPMN compliant process model to control, uhm, guide employees?? http://www.slideshare.net/rloggen/introduction-to-case-management-roeland-loggen-vs11-7021518 ACM Seite 14
  • Goal-oriented – Like a navigation system ACM Seite 15
  • No difference between straight-through andmanual processing http://www.beinformed.com ACM Seite 16
  • Event-driven – Dynamic Activity Plan … What you can do now … … What you have done … so far … What could be next … http://www.beinformed.com ACM Seite 17
  • The “case” get‟s into to the focus … pension starts … pension holder paying out deceased Pension plan is created … legal changes … old pension … employer plan is incorporated changes again … divorce and … risk profile remarriage changes affects pension … employer changes http://www.beinformed.com ACM Seite 18
  • 3 ACM and BPM ACM Seite 19
  • What is a case (I)? The coordination of multiple tasks, planned or unplanned, for a specific purpose. Almost anything can be treated as a case.  An insurance claim  A patient  An event (such as a conference)  An identity theft investigation  A project  An asset (such as a building)  A customer request  A customer Expansion of the term „case“ to „everything“. http://www.bpmnforum.net/blog27/adaptive-processes/new-book-taming-the-unpredictable-2/ ACM Seite 20
  • What is a case (II)? Currently cases are managed:  Through multiple systems. Manually. With emails. Distinction between a process and a case:  A process is the path it takes as the work is completed (Think „verb“)  A case is the work that needs to be done (Think „noun“) “Modell” afterwards -> „design by doing“:  Capturing the model for how to do something by extracting it from what you just did. Events are highly embraced:  Often responsible for the changes that need to be made to a case. Leverage your existing systems:  Through a service-oriented architecture http://www.bpmnforum.net/blog27/adaptive-processes/new-book-taming-the-unpredictable-2/ ACM Seite 21
  • BPM und ACM:There„s no „versus“. You need them both! BPM Rigid BPM Adaptive BPM with BPMN with ACM rBPM aBPM ACM Seite 22
  • BPM and ACM Activity definition  rigidBPM:  A process has defined n activities a priori  Until deployment time every activity and all transitions are defined.  adaptiveBPM:  A number of activities may be unknown, even after deployment Activity transition  rigidBPM:  During design time all possible transitions between activities are modelled  adaptiveBPM:  Possible transitions depend on current context and data ACM Seite 23
  • BPM and ACM http://www.masteringtheunpredictable.com ACM Seite 24
  • BPM and ACM:ACM is data-centric http://www.masteringtheunpredictable.com ACM Seite 25
  • Social –Multiple stakeholders working on a case Shifting Mass requirements Customization Interpretation Driving the of ambiguous Administrative process Consumer, Citizen, information Professional Business Minimal Making operational burden decisions Conflicting stakeholder requirements Spotting and Operational driving change excellence Manager, http://www.beinformed.com ACM Strategist Seite 26
  • Going with adaptive processesdoesn„t mean chaos http://www.masteringtheunpredictable.com ACM Seite 27
  • Technical solutions http://www.masteringtheunpredictable.com ACM Seite 28
  • Although case management technology isrecognized as separate technology component… © Forrester Wave™: Dynamic Case Management, Q1 ‟11 ACM Seite 29
  • Evolution of Oracle SOA platform:complete & integrated 12c • Collaboration • Deep runtime monitoring • “Make hard things simple” ACM Seite 30
  • 4 Case study ACM Seite 31
  • Context: A German Public OrganizationCustomer • Runs more than 750 locations in Germany with over 150,000 employees • IT division with 1,800 employees secures IT support and maintenance for company-wide business processes 1 ….Project Facts • Duration: 08/2010 – 12/2013 • Project Volume: approx. 200 person monthScope & Benefits The main target for 2015 is the transformation of the IT division into the most high-performance and cost effective IT service supplier in the public sector. In order to achieve these goals, the organization implements a Service-Oriented Architecture (SOA) on top of Oracle‟s SOA Platform. While SOA will deliver high performance in terms of fast realization of business requirements, efficient business-IT alignment for operational processes, and high availability of IT, cost efficiency will be achieved by increasing development productivity as well as efficient utilization of IT assets. ACM Seite 32
  • Context for various choices to approach BPM External Org: Ministry of Labor Financial Funds Stake Resoures Management holder RoI Domain Domain Domain: Manage Unemployed Markets Management Value ChainValue Chain CustomersBusiness Processes Value Chains Goals Goals Goals Value Chain: Manage Unemployment Employment eBPMN Work on claim service Main Process BPMN Business Process Clerk Request to show Make Conduct occupational BPMN up appointment counceling or ACM AnalyserTask Clarify Make appointment Task Flow customer„s Check whether or ACM Book Date concern invitation necessary ACM Seite 33
  • BPMN represents rigid processes ACM Seite 34
  • In a rigid process the order of stepsis strictly predefined Handle Appointment Business Process The Handle Appointment Select type of action on appointment Business Process „change exisiting“ selected Move existing Appointment Business Process „new“ selected Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Book Date Check whether invitation necessary create print Create invitation Print invitation ACM Seite 35
  • The beauty of rigid BPMN processes:You can model business knowledge of variances Handle Appointment Business Process Select type of action on appointment „change exisiting“ selected Move existing Appointment Business Process „new“ selected The Printer does not Create new Appointement Business Process work – what shall I do next? Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Book Date Check whether invitation necessary create print Process participant Create invitation Print invitation ACM Seite 36
  • The beauty of rigid BPMN processes:You can model business knowledge of variances Handle Appointment Business Process Select type of action on appointment No problem, I just „change exisiting“ selected do what I am told by the process Move existing Appointment Business Process „new“ selected Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Process participant Printer not working in Create new Appointement Book Date Business Process Clerk Check whether invitation necessary Save Order „Print data later“ create print Backoffice Print and send invitation Create invitation Print invitation ACM Seite 37
  • The problem of rigid BPMN processes: You cannot model business knowledge of all variances! Handle Appointment Business Process Clarify Concern Clarify Concern Select type of action on appointment exception exceptionConcern Clarify exception Collect appointment „change exisiting“ selected data exception Move existing Appointment Business Process „new“ selected Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Book Date Printer not working in Create new Appointement Business Process Check whether invitation necessary Clerk Save data create print Backoffice Print and send invitation Create invitation Print invitation ACM Seite 38
  • And this is a very predictable process! Handle Appointment Business Process Select type of action on appointment „change exisiting“ selected Many Supporting processes tend Move existing Appointment Business Process to be more predictable than „new“ selected differentiating processes (R&D Create new Appointement Business Process etc.) Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Book Date Check whether invitation necessary create print Create invitation Print invitation ACM Seite 39
  • 5 Human aspects in BPM ACM Seite 40
  • Rigid vs. Adaptive: Impacts on the human userACM Seite 41
  • Highly repetitive processes reduce the humanto an async service! Handle Appointment Business Process Select type of action on appointment „change exisiting“ selected Move existing Appointment Business Process „new“ selected Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Process participant Printer not working in Create new Appointement Book Date Business Process Clerk Check whether invitation necessary Save Order „Print data later“ create print Backoffice Print and send invitation Create invitation Print invitation ACM Seite 42
  • Whereas an process expert knows himself theright order to reach the process goal Handle Appointment Business Process Select type of action on appointment „change exisiting“ selected Move existing Appointment Business Process „new“ selected Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Book Date Check whether invitation necessary create print Create invitation Print invitation ACM Seite 43
  • And he can decide on how to deal with all theseexceptions! Handle Appointment Business Process Select type of action on appointment „change exisiting“ selected Move existing Appointment Business Process „new“ selected Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Process participant Printer not working in Create new Appointement Book Date Business Process Clerk Check whether invitation necessary Save Order „Print data later“ create print Backoffice Print and send invitation Create invitation Print invitation ACM Seite 44
  • The chosen BPM solution type (rigidBPM or adaptiveBPM)6 determines the type of communication ACM Seite 45
  • A process should support the customer and hisconcern Arbeitsschritte customer Process participant ACM Seite 46
  • A scripted process does not always support this goal … Process (Page Flow) customerPolicies and Business rules further limit the The process participant has no chance to problem-solving help the customer with his needs on an hoc measures basis with activities that are not prescribed. Script He follows a rigid script. His attention level lowers. He does not feel responsible for the customer and the case. ACM Seite 47
  • How does a scripted process look and feel? Process (Page Flow) customer Script ACM Seite 48
  • Each step maps to a mini wizard Handle Appointment Business Process Select type of action on appointment „change exisiting“ selected Handle Appointment GUI Move existing Appointment Handle Appointment Handle Customer Business Process „new“ selected Ask customer what he wants to do Create new Appointement Business Process  Create new appointment Clarify customer„s concern  Move existing appointment unemployment occupational councelling Cancel Next application Collect appointment data etc. Book Date Check whether invitation necessary create print Create invitation Print invitation ACM Seite 49
  • How to clarify customer„s concern Handle Appointment Business Process Create new appointement GUI Select type of action on appointment Handle Appointment Handle Customer „change exisiting“ selected Clarify customer„s Move existing Appointment concern Business Process „new“ selected Clarify customer„s concern Create new Appointement Business Process  Appointment for unemployment application  Appointment for occupational councelling Clarify customer„s concern  Appointment for regular status report unemployment occupational councelling  Customer Concern could be clarified ad hoc application  Customer Concern could not be clarified Collect appointment data etc. Cancel Back Next Book Date Check whether invitation necessary create print Create invitation Print invitation ACM Seite 50
  • Collect appointment data micro wizard Handle Appointment Business Process Create new appointement GUI Select type of action on appointment Handle Appointment Handle Customer „change exisiting“ selected Clarify customer„s Collect Move existing Appointment concern appointment data Business Process „new“ selected Create new Appointement Business Process Customer Text entry field Clarify customer„s concern Type of concern Councel  unemployment occupational councelling application Type of appointm. Next appointment  Collect appointment data etc. Responsible Angelika Meier  Book Date Place Hamburg-Altona  Date 21.02.2012 Check whether invitation necessary Time 10:20 create print Cancel Back Next Create invitation Print invitation ACM Seite 51
  • Book Date micro wizard Handle Appointment Business Process Create new appointement GUI Select type of action on appointment Handle Appointment Handle Customer „change exisiting“ selected Clarify customer„s Collect Move existing Appointment concern appointment data Business Process „new“ selected Book Date Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Collect appointment data etc. Book Date Check whether invitation necessary create print Cancel Back Next Create invitation Print invitation ACM Seite 52
  • There is a one to one mapping from processmodel to screenflow Handle Appointment Business Process Create new appointement GUI Select type of action on appointment Handle Appointment Handle Customer „change exisiting“ selected Clarify customer„s Collect Move existing Appointment concern appointment data Business Process „new“ selected Book Date Check invitation Create new Appointement Business Process Clarify customer„s concern unemployment occupational councelling application Check with cutomer whether invitation is Collect appointment data etc. necessary  Invitiation is necessary Book Date  No invitation necessary  Print invitation Check whether invitation necessary Cancel Back Finish create print Create invitation Print invitation ACM Seite 53
  • How to model adaptive processes Taxonomies Create new Appointement Business Process Select type of action on appointment Clarify customer„s concern Collect appointment data Book Date Task specific editors Check whether invitation necessary Create invitation Print invitation ACM Seite 54
  • Features of the Knowledge Worker Workplace Taxonomies Wizards/checklist/e-forms Search in dossiers, knowledge Collaboration Publishing in bases, government records, variants & by catalogues etc. multiple channels Case based Time Lines & notifications history trail Knowledge base Decision support Monitoring & reporting Laws and Task & time Regulations management Task specific Authorisation editors Impact analysis Xpedia for professionals with & simulation definitions, notions, persons Team repository http://www.beinformed.com ACM Seite 55
  • 7 Conclusion ACM Seite 56
  • Conclusion ACM is not only for the knowledge worker  The repetitive worker profits, too. Not ACM instead of BPM  ACM is a new tool in the architect‟s toolbox Beware of impacts for the human user!  Not everything that‟s technically possible is feasible for the human user Really think about human friendly UI design  Don‟t put everything into the generated task forms ACM principles apply to both  BPMN level AND microflow level (ADF task flow) ACM Seite 57
  • Contact:Hajo NormannSOA / BPM ArchitectHP Enterprise ServicesEisenstr. 56, 64528 Rüsselsheim, Germanyhajo.normann@hp.comTorsten WinterbergDirector Strategy & Innovation, Head of Competence Center SOAOPITZ CONSULTING GmbHKirchstr. 6, 51647 Gummersbach, Germanytorsten.winterberg@opitz-consulting.com ACM Seite 58