The Art of Process Modeling: Theory and Practice

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Presentation given at a seminar for TIBCO customer in NYC

Presentation given at a seminar for TIBCO customer in NYC

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  • 1. The Art of Process Modeling: Theory and Practice Sandy Kemsley Kemsley Design Ltd. www.column2.com
  • 2. Agenda
    • Goals of process modeling
    • BPM and SOA
    • Process design patterns
    • Business rules and business intelligence
    • Modeling for ROI
  • 3. BPM Goals
    • Efficiency
      • Automating steps and handoffs
      • Integrating systems and data sources
    • Compliance
      • Achieving and proving standardization
    • Agility
      • Changing processes quickly and easily
    • Visibility
      • See what’s happening in a process
  • 4. Why We Model Business Processes
    • Document current state
    • Identify opportunities for process improvement
      • Driven by other requirements, e.g., compliance, quality management
      • May result in manual process improvement
    • Identify opportunities for process automation
      • What can be automated
      • What should be automated
  • 5. Process Thinking
    • Cross-departmental: looking beyond functional silos
    • Optimization of end-to-end process cycle rather than local maxima
    • Focus on creating value for customers/shareholders
    • Enabling agility: built to change, not built to last
  • 6. Modeling Tools
    • Visio
    • Modeling-only tools
      • ARIS
      • Proforma
    • BPMS vendor modeling/design tool
      • Browser-based
      • Licensed desktop application
      • Free downloadable application
  • 7. From Collaboration to Implementation
    • Redraw process model in each environment
    • One-way, one-time export/import from modeling to execution environment
    • Round-tripping between modeling and execution environments
    • Shared model
  • 8. BPM and SOA
  • 9. A Short Segue on BPM/SOA
    • BPM:
      • Management practice
      • Tools for automating processes
    • SOA:
      • Architectural philosophy
      • Design standards-based services to access system functionality
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. Process Modeling and Design Patterns
  • 14. Initiating Processes
    • Human intervention
    • External event
      • e.g., content added to repository
    • Invoked as web service
  • 15. Human-Facing Steps
    • Work type:
      • Transactional
      • Collaborative
    • Participation frequency:
      • Occasional
      • Heads-down
    • Participants outside the firewall
    • Monitoring and governance
  • 16. System Steps
    • Web service orchestration and legacy application integration
      • Data synchronization
      • Invoke subprocesses
    • Content management integration
  • 17. Role of Content
    • Document-focused:
      • Create, review and approve document
      • Document content does not impact process flow
      • Usually collaborative
    • Document-driven:
      • Complete a transaction based on document content
      • Document content controls process flow
  • 18. Volume of Work
    • Work assignment methods
    • Work selection methods
    • Granularity and complexity of process governance
  • 19. Other Considerations
    • External participants
    • Process monitoring
    • Collecting analytics data
    • Frequency of process/rule/staff changes
  • 20. Designing a Process
  • 21. Steps in Modeling/Design
    • Define graphical process flow
    • Define parameters of each step
      • Human-facing
      • System (automated)
    • Identify process triggers
    • Design user interface
  • 22. Define Process Flow
    • Graphical map of process
    • Steps for user or automated tasks
    • Routes between steps
    • Flow control
      • Split/merge type
      • Merge conditions
  • 23. Define Step Parameters
    • Data fields, including attachments
    • Human-facing steps:
      • Participant (individual or role)
      • User interface form/tools
    • System steps:
      • Web service call
      • Subprocess call
      • Other custom action
  • 24. Identify Process Launch Triggers
    • Manual launch
    • External event trigger
    • Invoked as web service
  • 25. Designing the User Interface
    • Work assignment/selection
    • Data display and validation
    • Launch other applications
    • Complex routing rules on exit
  • 26. Incremental Implementation
    • Step 1: non-integrated BPM
      • Minimal customization + dashboard
      • Provides process governance and optimization
    • Step 2: integrate critical data synchronization interfaces
      • Reduces data entry/errors
    • Step 3: integrate critical external process interfaces
      • Provides overall process governance
  • 27. Business Rules and Business Intelligence
  • 28. Business Rules and BPM
    • Key to agility in business processes
      • Routing decisions
      • Work assignment
      • Set parameters
    • Changing rules without changing the process
    • Applying rules consistently in processes and other applications
  • 29. Business Intelligence and BPM
    • Key to visibility in business processes
      • Process monitoring and reporting
      • Process analysis and optimization
      • Predictive analytics
    • May contribute to process agility
      • Trigger processes
      • Automate steps based on prior decisions
      • Suggest decision for human task
  • 30. BPM + BR + BI
    • Self-learning decisions within processes:
      • Process statistics captured with BI
      • Statistics analyzed and fed back to inform business rules
      • Business rules modify process behavior
    • BR + BI = decision management
  • 31. Modeling for ROI
  • 32. Improve Efficiencies
    • Automate manual work steps
    • Directly integrate data between systems
    • Provide process monitoring and control
    • Automate process statistics gathering and analysis
  • 33. Cut Out the Middle Man
    • Provide customer self-service to initiate processes
    • Provide process visibility to customer
  • 34. Location, Location, Location
    • Share redundant processes between business units
    • Identify steps that can be completed in isolation
    • Automate escalation and handoffs
    • Allow remote work
  • 35. 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
  • 36. ROI: Increase Competitive Advantage
    • Reduce time to market
    • Reduce end-to-end cycle time
    • Improve customer service
    • Increase capacity
    • Improve decision-making
  • 37. 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
  • 38. 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
  • 39. 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
  • 40. Summary
    • Analyzing and classifying processes
    • Modeling and designing processes
    • Business rules
    • Business intelligence
    • Return on investment
  • 41. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com