Achieving synergy between BPM, SOA and EA

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A bit of theory and some examples

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  • Max, please be careful with the terminology. I define enterprise BPM systems as 'portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio'. Any process-centric enterprise has its own enterprise BPM system. The enterprise BPM system may not be perfect (e.g. some processes may be only documented on paper, some details are only “located” only in the minds of certain people, etc.), but it does exist. In other words, BPM system is the practice of BPM vs. BPM discipline vs. BPM suites (like your Papyrus Platform, I think).

    So, it is obvious, that it is feasible to use EA in building of an enterprise BPM system. I found that business are rather happy with the practical results of the synergy between EA/BPM/SOA.

    Thanks,
    AS
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  • Alexander, there aren't any BPM systems that link directly into Enterprise Architecture and the same is the case for SOA. What in the world are you talking about? This is a purely theoretical exercise that certainly doesn't improve anything. I have been talking to customer for years to tell them about the need for EA but they simply cannot do it lacking the functionality.

    The only way do what you insinuate it to actually use a system that has the EA functionality embedded, can build processes around it and can use SOA backends. Our Papyrus Platform is such a system and because they all fall for the usual BPM /SOA nonsense and have wasted huge amounts of money on it they won't reconsider. All this theoretical nonsense of industrializing BPM is not doing anyone a favor - neither businesses nor vendors -- -just consultants.
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Achieving synergy between BPM, SOA and EA

  1. 1. ICEIMT 2009 BLED WORKSHOP, DECEMBER 2009 ACHIEVING SYNERGY BETWEEN BPM, SOA AND EA Dr Alexander Samarin www.samarin.biz
  2. 2. About me <ul><li>An enterprise solutions architect </li></ul><ul><ul><li>From a programmer to a systems architect </li></ul></ul><ul><ul><li>Experience in scientific, international, governmental and industry environments </li></ul></ul><ul><ul><li>Creator of systems which work without me </li></ul></ul><ul><ul><li>Practical adviser for design and implementation of enterprise solutions </li></ul></ul><ul><li>Current specialisation is improving business process management systems </li></ul><ul><li>Book (just published) www.improving-BPM-systems.com/book </li></ul> 2009-12-14 Achieving synergy between BPM, SOA and EA
  3. 3. <ul><li>My “axioms” </li></ul><ul><ul><li>Permanent improvement of enterprise efficiency and effectiveness is mandatory </li></ul></ul><ul><ul><li>Provide for enterprise evolution via a feed-back loop </li></ul></ul><ul><ul><li>To choose the best possible improvement, it is necessary to have good information about the functioning of the enterprise </li></ul></ul><ul><ul><li>To implement a selected improvement, it is necessary to be sure that modifications are feasible </li></ul></ul><ul><ul><li>An enterprise is a complex and dynamic system </li></ul></ul><ul><li>The goal – principles and practices of rational construction of enterprise business systems </li></ul>The scope 2009-12-14 Achieving synergy between BPM, SOA and EA
  4. 4. <ul><ul><li>top managers </li></ul></ul><ul><ul><li>enterprise architects </li></ul></ul><ul><ul><li>business line managers </li></ul></ul><ul><ul><li>process owners </li></ul></ul><ul><ul><li>super-users </li></ul></ul><ul><ul><li>normal users </li></ul></ul><ul><ul><li>project managers </li></ul></ul><ul><ul><li>business analysts </li></ul></ul><ul><ul><li>IT managers </li></ul></ul><ul><ul><li>IT architects </li></ul></ul><ul><ul><li>IT developers </li></ul></ul>Many internal stakeholders 2009-12-14 Achieving synergy between BPM, SOA and EA
  5. 5. <ul><li>Business artefacts </li></ul><ul><ul><li>events </li></ul></ul><ul><ul><li>processes </li></ul></ul><ul><ul><li>activities </li></ul></ul><ul><ul><li>roles </li></ul></ul><ul><ul><li>rules </li></ul></ul><ul><ul><li>data & documents </li></ul></ul><ul><ul><li>audit trails </li></ul></ul><ul><ul><li>performance indicators </li></ul></ul><ul><ul><li>services </li></ul></ul><ul><li>Technical artefacts </li></ul>Numerous enterprise artefacts 2009-12-14 Achieving synergy between BPM, SOA and EA KPIs Processes Services Events Roles Data structures Documents Rules Human “workflow” Audit trails
  6. 6. <ul><li>Dynamic set of artefacts </li></ul><ul><li>Artefacts are interconnected and interdependent </li></ul><ul><li>We have to anticipate potential changes: </li></ul><ul><ul><li>policies, compliance, technology, etc. </li></ul></ul><ul><li>Implementation of such changes necessitates the evolution of some artefacts and the relationships between them </li></ul><ul><li>It must be easy to modify all artefacts and relationships without causing any negative effects </li></ul>System architecture view of an enterprise 2009-12-14 Achieving synergy between BPM, SOA and EA
  7. 7. <ul><li>Different estimations of the development/maintenance life-cycle cost ratio </li></ul>Enterprise business systems need to be adaptive 2009-12-14 Achieving synergy between BPM, SOA and EA 95 % 5 % 40 % 60 % 80 % 20 % 1 – Estimated average in the IT industry 2 – A real scenario (governmental client) 3 – Estimated by an IT staff member maintenance development 1 3 2
  8. 8. <ul><li>All artefacts must be versionable throughout their life-cycle </li></ul><ul><li>All artefacts must be evolved to become </li></ul><ul><ul><li>digital </li></ul></ul><ul><ul><li>externalised </li></ul></ul><ul><ul><li>virtual </li></ul></ul><ul><ul><li>components of clouds </li></ul></ul><ul><li>All relationships between these artefacts are modelled explicitly </li></ul><ul><li>All models are made to be executable </li></ul>Main principles 2009-12-14 Achieving synergy between BPM, SOA and EA
  9. 9. <ul><li>More knowledge about the functioning of the enterprise </li></ul><ul><li>More predictable results </li></ul><ul><li>More rational decisions </li></ul><ul><li>More comprehensive optimisation </li></ul><ul><li>Executable models are also </li></ul><ul><ul><li>testable </li></ul></ul><ul><ul><li>platform-independent </li></ul></ul>Advantages of executable models 2009-12-14 Achieving synergy between BPM, SOA and EA
  10. 10. <ul><li>Who ( roles ) is doing What ( business objects ), When ( coordination of activities ), Why ( business rules ), How ( business activities ) and with which Results ( performance indicators ) </li></ul><ul><li>Make these relationships explicit and executable What you model is what you execute </li></ul>Business processes are complex relationships between artefacts 2009-12-14 Achieving synergy between BPM, SOA and EA
  11. 11. Business Process Management (BPM) is a tool for improving enterprise business performance 2009-12-14 Achieving synergy between BPM, SOA and EA <ul><ul><li>BPM as a discipline </li></ul></ul><ul><ul><li>BPM as software: </li></ul></ul><ul><ul><li>BPM suite (BPMS) </li></ul></ul>Any process-centric enterprise has some BPM, but how can we industrialise this BPM? <ul><li>A natural evolution of BPR, Lean, ISO 9001, 6 Sigma </li></ul><ul><li>BPM allows you to model, automate, execute, control, measure and optimize the flow of business activities that span your enterprise’s systems, employees, customers and partners within and beyond your corporate boundaries </li></ul><ul><li>The aim is to have a single description of business processes: </li></ul><ul><ul><li>model in design </li></ul></ul><ul><ul><li>input for project planning and execution </li></ul></ul><ul><ul><li>executable program for coordination of work </li></ul></ul><ul><ul><li>documentation for all staff members </li></ul></ul>An enterprise portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio A multitude of tools “handle” processes BPM is vendor-centric, not customer-centric
  12. 12. Process-oriented view of an enterprise 2009-12-14 Achieving synergy between BPM, SOA and EA
  13. 13. BPM discipline view of an enterprise 2009-12-14 Achieving synergy between BPM, SOA and EA
  14. 14. <ul><li>Definition </li></ul><ul><ul><li>architectural approach for constructing software-intensive systems from a set of universally interconnected and interdependent services ( operationally independent functional units ) </li></ul></ul><ul><li>Advantages </li></ul><ul><ul><li>use of standard and pre-fabricated building blocks </li></ul></ul><ul><ul><li>high level of system flexibility </li></ul></ul>Service-Oriented Architecture (SOA) 2009-12-14 Achieving synergy between BPM, SOA and EA
  15. 15. <ul><li>BPM, by revealing the artefacts and the relationships between them, provides the necessary context (e.g. granularity) for the definition of services </li></ul><ul><li>SOA provides recommendations for the implementation, execution and governance of services </li></ul>Synergy between BPM and SOA 2009-12-14 Achieving synergy between BPM, SOA and EA
  16. 16. <ul><li>Definition </li></ul><ul><ul><li>set of principles, practices, and tools which provides guidance and practical help for the design and evolution of en enterprise to achieve its vision and strategy </li></ul></ul><ul><li>“ Enterprise genotype” (a full nomenclature of enterprise artefacts) – classic EA </li></ul><ul><li>“ Enterprise phenotype” (a set of observable characteristics such as performance) </li></ul><ul><li>Formal genotype–phenotype link via “enterprise executable model” – EA enhanced by BPM and SOA </li></ul>Enterprise architecture (EA) is a tool for the design of future states 2009-12-14 Achieving synergy between BPM, SOA and EA
  17. 17. <ul><li>Main technologies </li></ul><ul><ul><li>Business Process Management (BPM) </li></ul></ul><ul><ul><li>Service-Oriented Architecture (SOA) </li></ul></ul><ul><li>Other technologies </li></ul><ul><ul><li>ECM, BEM, BI, BRM, MDM, ESB, BAM, ITIL, … </li></ul></ul><ul><li>Organic integration with </li></ul><ul><ul><li>Enterprise architecture (EA) </li></ul></ul><ul><ul><li>Project management practices </li></ul></ul><ul><li>Principles for design of flexible systems </li></ul>Architectural framework – a coherent set of existing technologies 2009-12-14 Achieving synergy between BPM, SOA and EA
  18. 18. <ul><li>Situation (year 1999) </li></ul><ul><ul><li>3 000 complex technical documents per year </li></ul></ul><ul><ul><li>Word + SGML/XML + PDF publishing </li></ul></ul><ul><ul><li>in-house system: usine à gaz with several repositories </li></ul></ul><ul><ul><li>a lot of “manual” integration and coordination work </li></ul></ul><ul><ul><li>most of the IT staff are busy with BUG2000 </li></ul></ul><ul><li>Tasks </li></ul><ul><ul><li>reduce amount of “manual” work </li></ul></ul><ul><ul><li>simplify work – make suitable for less-qualified staff members </li></ul></ul><ul><ul><li>maintain the same quality </li></ul></ul><ul><ul><li>work without classic user specifications </li></ul></ul><ul><ul><li>progress via small iterations of new system </li></ul></ul>Example – a complex production system in place for several years (1) 2009-12-14 Achieving synergy between BPM, SOA and EA
  19. 19. <ul><li>A “BPM” tool </li></ul><ul><ul><li>workflow engine from an off-the-shelf product </li></ul></ul><ul><ul><li>mixture of human and automated tasks </li></ul></ul><ul><ul><li>external agents for carrying out automated tasks </li></ul></ul><ul><ul><li>use of a dynamic language (Jython) </li></ul></ul><ul><li>An “SOA” tool </li></ul><ul><ul><li>CORBA implementation in Java </li></ul></ul><ul><ul><li>standard interface for most services </li></ul></ul><ul><ul><li>composition of services in Java, Jython, shell </li></ul></ul><ul><li>Externalisation of events (from existing repositories) </li></ul>Example – a complex production system in place for several years (2) 2009-12-14 Achieving synergy between BPM, SOA and EA
  20. 20. <ul><li>Architecting for flexibility </li></ul><ul><li>Versioning of everything </li></ul><ul><li>Coordination of services via forms and processes </li></ul><ul><li>Comprehensive and constant monitoring of services </li></ul>Example – a complex production system in place for several years (3) 2009-12-14 Achieving synergy between BPM, SOA and EA
  21. 21. <ul><li>Incremental transformation from typical inter-application data flows to end-to-end coordination of services </li></ul>Example – a complex production system in place for several years (4) 2009-12-14 Achieving synergy between BPM, SOA and EA
  22. 22. <ul><li>Result </li></ul><ul><ul><li>high user satisfaction </li></ul></ul><ul><ul><li>faster and better ROI </li></ul></ul><ul><ul><li>several times less resources required for maintenance and evolution </li></ul></ul><ul><ul><li>migrations made easy – several successfully undertaken </li></ul></ul><ul><ul><li>real agility achieved </li></ul></ul><ul><ul><ul><li>micro-projects – agile implementations of new features </li></ul></ul></ul><ul><ul><ul><li>meta-projects – architectural framework governance for the management of many micro-projects </li></ul></ul></ul><ul><ul><li>in production now for 10 years </li></ul></ul>Example – a complex production system in place for several years (5)
  23. 23. <ul><li>Situation </li></ul><ul><ul><li>30 different tools in use for electronic publishing </li></ul></ul><ul><ul><li>2 years of heated discussions without a decision </li></ul></ul><ul><li>Task </li></ul><ul><ul><li>define criteria for the selection of a single tool </li></ul></ul><ul><li>Action </li></ul><ul><ul><li>modelling of business processes to determine common services </li></ul></ul><ul><li>Result (after several meetings) </li></ul><ul><ul><li>an agreed list of services acting as selection criteria </li></ul></ul>Example – selection of a single tool 2009-12-14 Achieving synergy between BPM, SOA and EA
  24. 24. <ul><li>Classification of BPM artefacts </li></ul><ul><li>A modelling procedure </li></ul><ul><ul><li>four-phase guidance to produce executable models </li></ul></ul><ul><ul><li>diagramming style </li></ul></ul><ul><ul><li>naming conventions </li></ul></ul><ul><ul><li>several practical patterns </li></ul></ul><ul><li>Promotion of joint work between the business and the IT </li></ul><ul><li>Quick iterations for building an operational prototype </li></ul>Example – prototyping for better understanding 2009-12-14 Achieving synergy between BPM, SOA and EA
  25. 25. Example – e-Government implementation 2009-12-14 Achieving synergy between BPM, SOA and EA Government Partners Internal existing application Coordination and integration (BPM/SOA-based) e-Government Collaborative extranet (ECM-based) between partners and government e-gov service e-gov service e-gov service Internal existing application Coordination (BPM/SOA-based) service service
  26. 26. <ul><li>An MIS for a governmental agency </li></ul><ul><li>High level of flexibility explicitly required </li></ul><ul><li>Budget 4,5 MCHF </li></ul><ul><li>About 10 offers </li></ul><ul><li>Some contenders: </li></ul><ul><li>Classic development – 17 MCHF </li></ul><ul><li>ERP hidden under workflow – 4 MCHF </li></ul><ul><li>BPM-based – 2,5 MCHF </li></ul>Example – BPM-based management information system 2009-12-14 Achieving synergy between BPM, SOA and EA
  27. 27. <ul><li>Use of the architectural framework reduces the complexity </li></ul><ul><li>Based on a BPM reference model </li></ul><ul><li>Addresses the needs of the most difficult aspect – people </li></ul><ul><li>Use of explicit and executable models </li></ul><ul><li>Business process modelling in BPMN </li></ul><ul><li>Quick prototyping </li></ul><ul><li>Guidelines for usage of different technologies </li></ul><ul><li>Link with enterprise architecture </li></ul>Main advantages of the architectural framework 2009-12-14 Achieving synergy between BPM, SOA and EA
  28. 28. Thank you! <ul><li>Contact information: </li></ul><ul><li>Alexander Samarin </li></ul><ul><li>[email_address] </li></ul><ul><li>www.improving-BPM-systems.com </li></ul>2009-12-14 Achieving synergy between BPM, SOA and EA

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