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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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  • Hello Marlon,

    thank you for the nice presentation you uploaded here.
    In the coming MOOC Hajo will present our "Process Model Canvas" as a creative form to co-design the purpose (Why & Wow) and coordinated collaboration of men (Process) in the attainment of a specific goal. If you like you can see more of our materials on slideshare
    www .slideshare.net/DavidRutingCommant/2015-congres-workshop-process-model-canvas-compact

    Process Model Canvas was born out of 16 years of experience in organizational development practice within medium to large companies. People face issues with inadequate behavior of others and them self’s, they need a coordination mechanism that is broadly accepted. Depending on the situation (I find in 80% of the time) the simple process approach is sufficient to help them create an excellent result.

    I look forward to an opportunity to establish further contacts with you.

    Kind regards,
    David Ruting,
    director of Comm’ant
    founder of Process Model Canvas
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Hello Marlon, thank you for the nice presentation you uploaded here.
    In the coming MOOC Hajo will present our "Process Model Canvas" as a creative form to co-design the purpose (Why & Wow) and coordinated collaboration of men (Process) in the attainment of a specific goal. If you like you can see more of our materials here: http://www.slideshare.net/DavidRutingCommant/2015-congres-workshop-process-model-canvas-compact
    Process Model Canvas was born out of 16 years of experience in organizational development practice within medium to large companies. People face issues with inadequate behavior of others and them self’s, they need a coordination mechanism that is broadly accepted. Depending on the situation (I find in 80% of the time) the simple process approach is sufficient to help them create an excellent result.
    I look forward to an opportunity to establish further contacts with you.

    Kind regards,
    David Ruting,
    director of Comm’ant
    founder of Process Model Canvas
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

From Models to Data and Back: The Journey of the BPM Discipline and the Tangled Road to BPM 2020

  1. 1. Marlon Dumas University of Tartu, Estonia BPM 2015 | Innsbruck | 3 September 2015
  2. 2. 2
  3. 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. 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. 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. 6
  7. 7. Engineering •BPR •BPD Engineering •BPR •BPD 19901990 19951995 20002000 20052005 20102010 A Brief History of BPM
  8. 8. 25 years ago… 8
  9. 9. Process Automation Bricklaying 9
  10. 10. …Meantime on the Research Side 10
  11. 11. Sample research papers 11
  12. 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. 13. Ca. 1995 13
  14. 14. …Meantime on the Research Side 14
  15. 15. Sample research papers 15
  16. 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. 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. 18. …Meantime on the Research Side 18
  19. 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. 20
  21. 21. 2005 21
  22. 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. 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. 24. …Meantime on the Research Side 24
  25. 25. 25
  26. 26. 26 ?!
  27. 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. 28
  29. 29. …Meantime on the Research Side 29
  30. 30. 30
  31. 31. 31 ?!
  32. 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. 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
  34. 34. 34 2005-2010 2015-2020 1995-2005
  35. 35. 35 2015-2020 The Road Ahead WHAT? HOW?
  36. 36. What? – Open Challenges 36
  37. 37. Process Variation © Manfred Reichert
  38. 38. Optimizing Variation 38
  39. 39. Beware! 39
  40. 40. 40
  41. 41. 41
  42. 42. Optimizing Decisions 42
  43. 43. 43
  44. 44. 44
  45. 45. Optimizing interactions 45
  46. 46. Sample research papers This slide has been intentionally left blank 46
  47. 47. 47
  48. 48. Sample research papers 48
  49. 49. How? – Approach 49
  50. 50. Research Methods @ BPM 50 Recker & Mendling: State-of-the-Art of Business Process Management Research as Published in the BPM conference (2015)
  51. 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. 52 Do anything except: •Illegal or unethical stuff •Not improving business processes or BPM practices

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