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Business Process Management: Hype of Hulp? Kenniscentrum voor Procesinnovatie Hogeschool Utrecht Organisatie en Informatie...
Programma <ul><li>Relevantie </li></ul><ul><li>Business Process Management </li></ul><ul><li>BPM ondersteunende technologi...
Relevantie
Klote Klanten <ul><li>De klant als noodzakelijk kwaad? </li></ul>Bron: Egbert Jan van Bel, 2007
Het IT probleem 1/2 Bron: Standish Group, 2004
Het IT probleem 2/2 <ul><li>Twee belangrijke trends </li></ul><ul><li>De globale distributie van de software ontwikkelproj...
Bron: CIOinsight (2006)
Business Process Management
Wat is BPM? <ul><li>Google geeft 17.200.00 hits </li></ul><ul><li>Bataafse Petroleum Maatschappij  </li></ul><ul><li>BPM, ...
<ul><li>Business Process Management: the Third Wave </li></ul><ul><li>(Smith, Fingar, 2003)   </li></ul><ul><li>Internet <...
Directie Sales Marketing Delivery MENSEN ORGANISATIE(S) MIDDELEN Bron: Bussemaker Wat is BPM?
Geschiedenis van Management Concepten Year   Management  Application 1960  Economies of Scale Mass Production 1970 Cost Re...
Ondersteunende Technologie
Source: Ravesteyn, 2007 Geschiedenis van BPMS
Business Process Management  Framework WFM BI / BAM EAI BPMS TQM BPR Monitoring & Control Information Technology Strategy ...
Van strategie tot infrastructuur Software  layer Infrastructure layer Organization layer Strategy  layer 3-6 mth 1-2 yrs P...
BPM is de link Software  layer Infrastructure layer Organization layer 3-6 mth Strategy  layer 1-2 yrs 6-10 yrs BPM 2.0  P...
BPMS Architectuur
Definities van BPMS “ a generic software system that is driven by explicit process designs to enact and manage operational...
Wanneer BPMS te gebruiken?
Implementatie Aspecten
BPM lifecycle & Volwassenheidsmodel Bron: Rosemann & De Bruin 2005
BPM/SOA Alignment Maturity Model Bron: Hiemstra & Ravesteyn & Versendaal, 2009
Valkuilen bij BPM technologie Bron: Ravesteyn & Versendaal, 2007 Organisatie aspecten Architectuur Aspecten Project aspect...
Architectuur
BPM versus Architectuur Bron: Rik Maes Business Process Management BPM Systems Enterprise Architectuur
Soorten Architecten Bron: Wiersema (2009)
Digitale Architectuur <ul><li>“ De  structuur  of  structuren  van het  systeem , uitgedrukt in de  componenten , de van b...
Nieuwe Ontwikkelingen
A possible typology of processes Process predictability Highly predictable (Design time context  defines possible Process ...
Relevance: Key questions How often do you receive email? Scroll through it? How often do you get CC-ed? Do you use email a...
We need to approach this area with other concepts Highly predictable (Design time context  defines possible Process paths)...
Human Interaction Management  The 4th Wave of BPM
Pascal Ravesteyn Kenniscentrum voor Procesinnovatie Hogeschool Utrecht Mail:  [email_address] Tel: 030 2388819 Mob: 06 20 ...
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Bpm Hype Of Hulp Gemeente Amsterdam April 2009

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Op donderdag 2 april is onder de titel 'Business Process Management - Hype of Hulp?' door Pascal Ravesteyn een lezing verzorgt voor Informatie Managers van de Gemeente Amsterdam. Tijdens deze presentatie is in gegaan op wat BPM nu echt is, hoe BPM technologie effectief geïmplementeerd kan worden en wat de relatie is tussen BPM en IT-architectuur

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Bpm Hype Of Hulp Gemeente Amsterdam April 2009

  1. 1. Business Process Management: Hype of Hulp? Kenniscentrum voor Procesinnovatie Hogeschool Utrecht Organisatie en Informatie Universiteit Utrecht 2 april 2009 Pascal Ravesteyn
  2. 2. Programma <ul><li>Relevantie </li></ul><ul><li>Business Process Management </li></ul><ul><li>BPM ondersteunende technologie </li></ul><ul><li>Implementatie </li></ul><ul><li>Architectuur </li></ul><ul><li>Nieuwe ontwikkelingen </li></ul>
  3. 3. Relevantie
  4. 4. Klote Klanten <ul><li>De klant als noodzakelijk kwaad? </li></ul>Bron: Egbert Jan van Bel, 2007
  5. 5. Het IT probleem 1/2 Bron: Standish Group, 2004
  6. 6. Het IT probleem 2/2 <ul><li>Twee belangrijke trends </li></ul><ul><li>De globale distributie van de software ontwikkelprojecten, vanaf 30 meter gaat het mis </li></ul><ul><li>Toename complexiteit software, bijv. extended enterprises -> ketenprocessen </li></ul>Bron: Herbsleb, 2007; Glass, 2002 Business Software Complexiteit
  7. 7. Bron: CIOinsight (2006)
  8. 8. Business Process Management
  9. 9. Wat is BPM? <ul><li>Google geeft 17.200.00 hits </li></ul><ul><li>Bataafse Petroleum Maatschappij </li></ul><ul><li>BPM, aanschafbelasting voor personenauto's en motorrijwielen </li></ul><ul><li>Beats per minute, een muziekterm ter aanduiding van het aantal beats per minuut </li></ul><ul><li>Business Performance Management </li></ul><ul><li>Business Process Modelling </li></ul><ul><li>Blueberry Pie Men </li></ul><ul><li>Business Process Management </li></ul>
  10. 10. <ul><li>Business Process Management: the Third Wave </li></ul><ul><li>(Smith, Fingar, 2003) </li></ul><ul><li>Internet </li></ul><ul><li>Globalisering </li></ul><ul><li>Governance (Sox, Tabaksblatt) </li></ul><ul><li>Outsourcing </li></ul><ul><ul><li>Een groeiende behoefte aan transparante, flexibele en efficiënte processen </li></ul></ul>Wat is BPM?
  11. 11. Directie Sales Marketing Delivery MENSEN ORGANISATIE(S) MIDDELEN Bron: Bussemaker Wat is BPM?
  12. 12. Geschiedenis van Management Concepten Year Management Application 1960 Economies of Scale Mass Production 1970 Cost Reduction Technology/Auto. EOQ, MRP, DRP 1980 Quality, JIT, QC, Empowerment TQM, Waste elimination MRPII, DRPII, CIM, CAD-CAM 1990 Customer Focus ERP, MES, Service, Performance Focus Benchmarking Order winners CRM Product Focused Quick Response, APS 2000+ Total Integration, VMI, SCM EAI, WWW, BPMS eCommerce, eBusiness
  13. 13. Ondersteunende Technologie
  14. 14. Source: Ravesteyn, 2007 Geschiedenis van BPMS
  15. 15. Business Process Management Framework WFM BI / BAM EAI BPMS TQM BPR Monitoring & Control Information Technology Strategy & Policy People & Culture Organization & Processes Bus. Proc. Model.
  16. 16. Van strategie tot infrastructuur Software layer Infrastructure layer Organization layer Strategy layer 3-6 mth 1-2 yrs Poor integration (stovepipes) Locked and hidden Not reusable No end-to-end control No single point No aggregated view Multitude of fat client 6-10 yrs
  17. 17. BPM is de link Software layer Infrastructure layer Organization layer 3-6 mth Strategy layer 1-2 yrs 6-10 yrs BPM 2.0 Process layer Business Operations Platform
  18. 18. BPMS Architectuur
  19. 19. Definities van BPMS “ a generic software system that is driven by explicit process designs to enact and manage operational business processes ” (Weske et al. 2004) Fremantle et al. (2002) define BPMS as the systematic automation of ongoing business processes by integrating core systems (with a focus on integration of processes). This needs a different perspective on software applications, from monolithic to a set of components and services that are then assembled into new processes.
  20. 20. Wanneer BPMS te gebruiken?
  21. 21. Implementatie Aspecten
  22. 22. BPM lifecycle & Volwassenheidsmodel Bron: Rosemann & De Bruin 2005
  23. 23. BPM/SOA Alignment Maturity Model Bron: Hiemstra & Ravesteyn & Versendaal, 2009
  24. 24. Valkuilen bij BPM technologie Bron: Ravesteyn & Versendaal, 2007 Organisatie aspecten Architectuur Aspecten Project aspecten Kwaliteits aspecten 14. Performance measurement 15. Continuous optimisation 16. An organization and culture of quality 11. Change management 12. Involving the right people in the project 13. Project management 9. Integration of processes and data 10. (Use of) Web services 4. Organization of the modelling design phase 5. Understanding the process 6. Using the 'best' modelling standards & techniques 7. Understanding interdependencies and integration of data sources 8. Maintenance and control - including quality - of the models is important 1. Project Management 2. Change Management 3. Understanding the BPM Concept Critical Success Factors
  25. 25. Architectuur
  26. 26. BPM versus Architectuur Bron: Rik Maes Business Process Management BPM Systems Enterprise Architectuur
  27. 27. Soorten Architecten Bron: Wiersema (2009)
  28. 28. Digitale Architectuur <ul><li>“ De structuur of structuren van het systeem , uitgedrukt in de componenten , de van buitenaf waarneembare eigenschappen van deze componenten en de relaties tussen deze componenten” </li></ul><ul><li>Kijk naar de structuur, raak niet de weg kwijt in details. </li></ul>Bron: Wieringa, 2006
  29. 29. Nieuwe Ontwikkelingen
  30. 30. A possible typology of processes Process predictability Highly predictable (Design time context defines possible Process paths) Somewhat predictable Unpredictable (Dynamic Context drives Process) Collaborative intensity No people Involved during runtime 1 person at the time, Serial coordination Multiple persons - Highly concurrent collaborative Human Centric Processes Note: processes will often have fragments that fall in different areas For instance: simple process with complex exception Bron: Loggen (2008) Straight Through Processing E-Forms Workflow management Case management Human Interaction Management Collaborative BPM
  31. 31. Relevance: Key questions How often do you receive email? Scroll through it? How often do you get CC-ed? Do you use email as coordination tool? How quickly do you understand context, status, role and required action? How often do you need to (re)assess it? How much effort does it take? How much time versus time spend on the value added activities? How often do you fit in a (simple) design-time flowchart? How often are you involved in human centric processes? How much time (%) compared to more predictable processes? Key question: Is there a way to make collaborating knowledge workers more productive?
  32. 32. We need to approach this area with other concepts Highly predictable (Design time context defines possible Process paths) Somewhat predictable Unpredictable (Dynamic Context drives Process) Collaborative intensity No people Involved during runtime 1 person at the time, Serial coordination Multiple persons - Highly concurrent collaborative Process predictability Bron: Loggen (2008) <ul><li>Parallel and adhoc </li></ul><ul><li>Collaborative </li></ul><ul><li>Run-time, on the fly </li></ul><ul><li>Adaptive, responsive </li></ul><ul><li>Knowledge worker </li></ul><ul><li>Interactions </li></ul><ul><li>Choreography & </li></ul><ul><li>“ Jamming” </li></ul><ul><li>Serial </li></ul><ul><li>Independent </li></ul><ul><li>Design-time </li></ul><ul><li>Prescriptive </li></ul><ul><li>Infoworker </li></ul><ul><li>Transactions </li></ul><ul><li>Orchestration </li></ul>
  33. 33. Human Interaction Management The 4th Wave of BPM
  34. 34. Pascal Ravesteyn Kenniscentrum voor Procesinnovatie Hogeschool Utrecht Mail: [email_address] Tel: 030 2388819 Mob: 06 20 60 22 66 www.processinnovation.nl http://www.cs.uu.nl/staff/pascalr.html

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