From Models to Data and Back: The Journey of the BPM Discipline and the Tangled Road to BPM 2020
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Keynote at the BPM'2015 conference: retrospective of the last 25 years of practice and research in BPM and roadmap for the coming years.
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From Models to Data and Back: The Journey of the BPM Discipline and the Tangled Road to BPM 2020
- 1. Marlon Dumas University of Tartu, Estonia BPM 2015 | Innsbruck | 3 September 2015
- 2. 2
- 3. 3 Process discovery Process identi cafi tion Process analysis Process implementation Process monitoring Process redesign Process architecture As-is process model Insights on weaknesses and their impact To-be process model Executable process model Conformance and performance insights
- 4. Distribution of Papers @ BPM 4 Recker & Mendling: State-of-the-Art of Business Process Management Research as Published in the BPM conference (2015)
- 5. 5 Process discovery Process identi cafi tion Process analysis Process implementation Process monitoring Process redesign Process architecture As-is process model Insights on weaknesses and their impact To-be process model Executable process model Conformance and performance insights BPM Maturity Governance Strategic alignment
- 6. 6
- 7. Engineering •BPR •BPD Engineering •BPR •BPD 19901990 19951995 20002000 20052005 20102010 A Brief History of BPM
- 10. …Meantime on the Research Side 10
- 12. Engineering •BPR •BPD Engineering •BPR •BPD Automation & architecture •WFMS •Process modeling Automation & architecture •WFMS •Process modeling 19901990 19951995 20002000 20052005 20102010 A Brief History of BPM
- 13. Ca. 1995 13
- 14. …Meantime on the Research Side 14
- 16. Engineering •BPR •BPD Engineering •BPR •BPD Automation •WFMS •Process modeling Automation •WFMS •Process modeling Integration •SOA, BPEL •BPMS •Full-lifecycle BPM Integration •SOA, BPEL •BPMS •Full-lifecycle BPM 19901990 19951995 20002000 20052005 20102010 A Brief History of BPM BPM’2003BPM’2003
- 17. 2000-2005: Acronym Mania! 17 WSFL XLANG BPEL WSCI WS-CDL BPSS BPML OWL-S, WSMO YAWL BPMN XPDL UML 2.0 AD EPC/EPML Let’s Dance SCOR ITIL eTOM e3value Executable specification Choreography Conceptual model Reference model BPEL4Chor BPMN4Chor
- 18. …Meantime on the Research Side 18
- 19. Basic Control Flow Patterns • Pattern 1 (Sequence) • Pattern 2 (Parallel Split) • Pattern 3 (Synchronization) • Pattern 4 (Exclusive Choice) • Pattern 5 (Simple Merge) Basic Control Flow Patterns • Pattern 1 (Sequence) • Pattern 2 (Parallel Split) • Pattern 3 (Synchronization) • Pattern 4 (Exclusive Choice) • Pattern 5 (Simple Merge) Advanced Branching and Synchronization Patterns • Pattern 6 (Multi-choice) • Pattern 7 (Synchronizing Merge) • Pattern 8 (Multi-merge) • Pattern 9 (Discriminator) Workflow Patterns (Coopis’2000) Structural Patterns • Pattern 10 (Arbitrary Cycles) • Pattern 11 (Implicit Termination) Patterns involving Multiple Instances • Pattern 12 (Multiple Instances Without Synchronization) • Pattern 13 (Multiple Instances With a Priori Design Time Knowledge) • Pattern 14 (Multiple Instances With a Priori Runtime Knowledge) • Pattern 15 (Multiple Instances Without a Priori Runtime Knowledge) State-based Patterns • Pattern 16 (Deferred Choice) • Pattern 17 (Interleaved Parallel Routing) • Pattern 18 (Milestone) Cancellation Patterns • Pattern 19 (Cancel Activity) • Pattern 20 (Cancel Case)
- 20. 20
- 21. 2005 21
- 22. Engineering •BPR •BPD Engineering •BPR •BPD Automation •WFMS •Process modeling Automation •WFMS •Process modeling Integration •SOA, BPEL •BPMS •Full-lifecycle BPM Integration •SOA, BPEL •BPMS •Full-lifecycle BPM Consolidation •BPMN •REST •SaaS CRM, ERP, ... •Cloud BPM Consolidation •BPMN •REST •SaaS CRM, ERP, ... •Cloud BPM 19901990 19951995 20002000 20052005 20102010 A Brief History of BPM BPM’2003BPM’2003
- 23. 2005-10 23 WSFL XLANG BPEL WSCI WS-CDL BPSS BPML OWL-S, WSMO YAWL BPMN XPDL UML 2.0 AD EPC/EPML Let’s Dance Executable specification Choreography Conceptual model Reference model BPEL4Chor BPMN4Chor SCOR ITIL eTOM e3value BPMN 2.0
- 24. …Meantime on the Research Side 24
- 25. 25
- 26. 26 ?!
- 27. Engineering •BPR •BPD Engineering •BPR •BPD Automation •WFMS •Process modellng Automation •WFMS •Process modellng Integration •SOA, BPEL •BPMS •Full-lifecycle BPM Integration •SOA, BPEL •BPMS •Full-lifecycle BPM Consolidation •BPMN •REST •SaaS CRM, ERP, ... •Cloud BPM Consolidation •BPMN •REST •SaaS CRM, ERP, ... •Cloud BPM Beyond flow models •Process mining •Case management •Variability management •Decision management Beyond flow models •Process mining •Case management •Variability management •Decision management 19901990 19951995 20002000 20052005 20102010 A Brief History of BPM BPM’2003BPM’2003
- 28. 28
- 29. …Meantime on the Research Side 29
- 30. 30
- 31. 31 ?!
- 32. BPM’2012 use cases • Design model • Discover model from event data • Select model from collection • Merge models • Compose model • Design configurable model • Refine model • Enact model • Log event data • Monitor • Adapt while running • Analyze performance based on model • Verify model • Check conformance using event data • Analyze performance using event data • Repair model • Extend model • Improve model 3
- 33. BPM’2020 use cases • Improve process using… • Improve process using… • Improve process using… • Improve process using… • Improve process using… • … • Improve BPM practice… • Improve BPM practice… • Improve BPM practice… • Improve BPM practice… • Improve BPM practice… • … 33
- 36. What? – Open Challenges 36
- 37. Process Variation © Manfred Reichert
- 39. Beware! 39
- 40. 40
- 41. 41
- 43. 43
- 44. 44
- 46. Sample research papers This slide has been intentionally left blank 46
- 47. 47
- 50. Research Methods @ BPM 50 Recker & Mendling: State-of-the-Art of Business Process Management Research as Published in the BPM conference (2015)
- 51. Template for BPM’2016-2020 papers This paper addresses the problem of optimizing [variations | interactions | decisions | …) in business processes [with respect to what criteria] Based on [interviews | survey | Delphi | lit review], a [model | method | …] is proposed… The proposal is validated using [N case studies | user experiments | performance experiments | …] The results show that the proposal improves business processes [how?, to what extent? w.r.t what baseline?] 51
- 52. 52 Do anything except: •Illegal or unethical stuff •Not improving business processes or BPM practices
Editor's Notes
- The implementation of business process reengineering Elzinga 1995 K. Tumay: Business process simulation Georgakopoulos 1995
- Traditionally focus was on predictable and highly repetitive processes. Typical example insurance and banking processes; still there is the need for adaptation, evolution and variability. Nowadays PAIS support is extended towards less predictable processes like innovation processes or processes for investigating the crime scene. These are typical examples for knowledge intensive processes. For these processes it cannot be predefined how the exact course of action will look like – since they are unpredictable. The exact course of action depends on situation-specific parameters which vary from case to case. Moreover, the process can be characterized as emergent. By executing activities knowledge is created which determines how to proceed. Many processes are however not on one of these extremes, but they are more in the middle of the spectrum like healthcare processes. Unpredictability: Course of action depends on situation-specific parameters Non-repeatability: Two process instances hardly look the same Emergence: Future course of action depends on knowledge gained through activity execution