The Art of Process Modeling: Theory and Practice

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    The Art of Process Modeling: Theory and Practice - Presentation Transcript

    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

    + Sandy KemsleySandy Kemsley, 3 years ago

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