Business Process Modeling

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Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp

Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp

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  • 1. Business Process Modeling Sandy Kemsley Kemsley Design Ltd. www.column2.com
  • 2. Agenda
    • What’s in your processes?
    • Process modeling notation/standards
    • Modeling for ROI
    • Changing processes = changing job roles
  • 3. What’s in your processes?
  • 4. Kicking it off
    • Human intervention
    • Scanned document
    • External event
    • Invoked as web service
  • 5. Types of steps/tasks
    • Human-facing:
      • Transactional heads-down
      • Occasional participant
      • Collaboration
    • System:
      • Web service orchestration
      • Legacy application integration
      • Content management integration
  • 6. Other considerations
    • External participants
    • Process monitoring
    • Collecting analytics data
    • Frequency of process/rule/staff changes
  • 7. A short segue on BPM/SOA
    • BPM:
      • Management practice
      • Tools for automating processes
    • SOA:
      • Architectural philosophy
      • Design standards-based services to access system functionality
  • 8. BPM and SOA Service A Service B Service C Service D Service E Legacy System Database ERP System Process Step 1 Process Step 2 Process Step 3 Process Step 4
  • 9. BPM and SOA together
    • BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPM
      • SOA alone only allows you to design and build a set of services
      • BPM alone would require custom coding for each system integration
    • BPM + SOA orchestrates people and services into a business process
  • 10. SOA in process modeling
    • Discovering services
      • What services already exist
      • Whether existing services meet the needs
    • Specifying services
      • What new services need to be created
      • What legacy functions need to be wrapped in services
  • 11. Simulation and optimization
    • Identify key performance indicators
    • Estimate parameters:
      • Arrivals
      • Time per step
      • Participants
      • Cost per step
    • Run and compare scenarios
  • 12. Simulation example
  • 13. Process modeling standards
  • 14. Graphical notation standard
    • BPMN (Business Process Modeling Notation) = diagramming standard for drawing business processes
    • Method of communicating processes:
      • Understandable by business users and unambiguous
      • Reduces translation errors between business and IT
    • Easy transition between tools
  • 15. BPMN flow objects
    • Event
    • Activity
    • Gateway
  • 16. BPMN connecting objects
    • Sequence flow
    • Message flow
    • Association
  • 17. BPMN swimlanes
    • Pool
    • Lanes
  • 18. BPMN artifacts
    • Data object
    • Group
    • Annotation
  • 19. BPMN example: exception handling
  • 20. BPMN example: transaction
  • 21. BPMN example: funds transfer
  • 22. Modeling for ROI
  • 23. Areas of process innovation
    • Automational
    • Informational
    • Sequential
    • Tracking
    • Analytical
    • Geographical
    • Integrative
    • Intellectual
    • Disintermediating
    Source: Process Innovation, Thomas H. Davenport, 1992
  • 24. Improve efficiencies
    • Automate manual work steps
    • Directly integrate data between systems
    • Provide process monitoring and control
    • Automate process statistics gathering and analysis
  • 25. Cut out the middle man
    • Provide customer self-service to initiate processes
    • Provide process visibility to customer
  • 26. Location, location, location
    • Share redundant processes between business units
    • Identify steps that can be completed in isolation
    • Automate escalation and handoffs
    • Allow remote work
  • 27. ROI: reduce costs
    • Reduce manual tasks
    • Reduce error rates
    • Allow customer self-service
    • Reduce compliance costs
    • Reduce time to implement changes
    • Reduce functional redundancy
    • Allow outsourcing
  • 28. ROI: increase competitive advantage
    • Reduce time to market
    • Reduce end-to-end cycle time
    • Improve customer service
    • Increase capacity
    • Improve decision-making
  • 29. Calculating ROI
    • Baseline the “as-is” process
    • Model and simulate “to-be” process
    • Select relevant ROI metrics
    • Select ROI calculation method
    • Calculate best and worst case scenarios
  • 30. Common ROI pitfalls
    • Increased capacity does not guarantee increased revenue
    • Cost reduction may require FTE reductions
    • Providing self-service does not guarantee that customers will use it
    • Remote work and outsourcing can have hidden costs
  • 31. Classify BPM ROI potential
    • Increased agility to business changes
    • Optimized operational efficiency
    • Process standards compliance
    • Shortened process cycle times
    • Better information for decision-making
    • Reduced complexity of integrating people, processes and existing systems
  • 32. Changing job roles
  • 33. BPM supports changing roles
    • Support for change management initiatives
      • Model the new organization
      • Simulate and optimize changes
      • Measure results
    • Enabling more rapid changes
      • Overarching process orchestration and governance
      • Real-time view of organizational processes
      • Agile, business-driven changes
  • 34. BPM causes role changes
    • Business function concerns and benefits:
      • Workers
        • Concerns: job loss
        • Benefits: better job and training
      • Supervisors
        • Concerns: loss of control
        • Benefits: improved team and work management
      • Managers
        • Concerns: failure to achieve ROI
        • Benefits: improved visibility and performance
  • 35. Overcoming change resistance
    • Communication of plans and impacts
    • Involvement in process modeling
    • Demonstration of new technologies
    • Smaller “quick hit” before tackling radical reengineering
  • 36. Summary
    • Dissecting your process
    • BPMN
    • ROI
    • BPM and role changes
  • 37. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com