Presentation Research BPM/SOA Alignment Maturity Model

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  • Well, beforeelaboratingwhat BPM (Business Process Management) and SOA (Service OrientedArchitecture) actuallymean and entail. It is better to firsttellsomethingaboutwhatthey are trying to solve. Next I willtellyousomethingabouthow BPM and SOA tries to solve these problems.
  • Well, beforeelaboratingwhat BPM (Business Process Management) and SOA (Service OrientedArchitecture) actuallymean and entail. It is better to firsttellsomethingaboutwhatthey are trying to solve. Next I willtellyousomethingabouthow BPM and SOA tries to solve these problems.
  • Presentation Research BPM/SOA Alignment Maturity Model

    1. 1. The Business Process Management / Service Oriented Architecture<br />Alignment Maturity Model<br />Anne Hiemstra, <br />Capgemini NL<br />Coordinators:<br />Yvette Hoekstra, Capgemini NL<br />Gernot Tomsits, Capgemini NL<br />Pascal Ravesteyn, HU University of Applied Sciences<br />Johan Versendaal,Utrecht University<br />
    2. 2. Thispresentation<br />Two goals<br /><ul><li> Purpose of the model
    3. 3. My vision of the model within Capgemini </li></li></ul><li>Maturity model(s)<br />Time<br />Alignment<br />Domains<br />- What comes to your mind?<br />Levels<br />Scan<br />Survey<br />Relationships<br />Dimensions<br />Disciplines<br />Quickscan<br />
    4. 4. “Like the flowing river”by Paulo Coelho<br />
    5. 5. “How to climb mountains”by Paulo Coelho<br />Choose the mountain you want to climb<br />Don’t be influenced by other people<br />Find out how to reach the mountain<br />From a distance it’s beautiful, interesting, full of challenges<br />
    6. 6. Learn from someone who has been there before<br />How unique you may think you are, there has always been someone else who has had the same dream before…<br />The landscape changes, so make the most of it<br />Keep in mind your objective – reaching the top<br />Respect your body<br />If you walk to quickly, you will grow tired and give up halfway..<br />
    7. 7. Mountain = Problem(s) organization are facing<br /><ul><li>Knowledge of the problem
    8. 8. Often not clear what the problem actually is..
    9. 9. Are our current plans sufficient?
    10. 10. Knowledge of organization
    11. 11. What’s the opinion of our experts?
    12. 12. Business & IT against executives view
    13. 13. Knowledge of change
    14. 14. Where to start..
    15. 15. Where to improve..</li></li></ul><li>Relevance – Start of research<br /><ul><li>Combination BPM and SOA is ‘Hot’
    16. 16. Scientific literature & organizations
    17. 17. Promising innovative BPM suites
    18. 18. Process automation
    19. 19. (Web) services
    20. 20. Decoupling business & IT
    21. 21. Flexibile & Agile
    22. 22. Pegasystems, Cordys and Tibco</li></li></ul><li>Definitions<br />Business Process Management<br />“Is a holistic approach tomanageorganizations; focusing on processes and process improvement activities on a ongoing basis with a sound focus on culture change and strategy development.”<br />BPM is Not merely a process automation approach(!)<br />Web services are Just a SOA technology(!) <br /><ul><li>Service Oriented Architecture
    23. 23. “Provides a set of guidelines, principles and techniques in which business processes, information and enterprise assets can be effectively (re)organized and (re)deployed to support and enable strategic plans and productivity levels that are required by competitive business environments”</li></li></ul><li>Research<br /><ul><li> Business Process Management (BPM)
    24. 24. Continuousprocessimprovement
    25. 25. ‘Managing’ the organization
    26. 26. Advancedsystems and applications
    27. 27. Service OrientedArchitecture (SOA)
    28. 28. Providing a flexible IT infrastructure landscape
    29. 29. Providing business with a service oriented perspective
    30. 30. Loosely coupling business processes with IT
    31. 31. Foster enforcement of standards, guidelines and techniques
    32. 32. Synergyaccording to literature
    33. 33. Natural partners in SO environment, where new applications are assembled
    34. 34. Two sides of the same coin
    35. 35. ‘more powerful than either is in itself’</li></li></ul><li>Research <br /><ul><li> BPM/SOA alignment
    36. 36. Difficult subject
    37. 37. Relates to various disciplines
    38. 38. BPM and SOA
    39. 39. Business / IT Alignment
    40. 40. IS/IT Governance
    41. 41. Enterprise Architecture
    42. 42. Consists of
    43. 43. Practical foundation
    44. 44. of key success factors
    45. 45. vision of such an environment
    46. 46. BPM and SOA Maturity models
    47. 47. Reference Maturity Models
    48. 48. Extended scope
    49. 49. key factors from various disciplines</li></ul>“To achieve SOA in a company, the need is to understand that it requires all of the differing aspects of the company’s processes – business and technology – to accomplish the overall goals”<br />
    50. 50. Assessment Process & deliverables<br />Dialogue<br />Executives<br />Discussion<br />Business<br />IT<br />Expert vision & experience<br />Visual Insights<br />Reflection roadmap on current improvement plans from As-Is to To-Be<br />BPM<br />Road map<br />Data business<br />Data Executives<br />SOA<br />Position model<br />Data IT<br />Desired<br />situation<br />EA<br />SOA Gov.<br />Bus./IT Alignment<br />
    51. 51. The BPM/SOA AMM<br />Purpose<br /><ul><li>Quickscan
    52. 52. High level overview
    53. 53. Containingdetailedelaborations
    54. 54. Executive, Business and ITperspectives
    55. 55. Assessmenttool
    56. 56. Survey as a Quickscan
    57. 57. Answersrelateto keyfactors
    58. 58. Roadmap
    59. 59. Improvementactivities
    60. 60. As-Is to To-Be</li></li></ul><li>
    61. 61.
    62. 62.
    63. 63.
    64. 64. Results<br />
    65. 65. Vision<br /><ul><li> Online Assessment tool
    66. 66. Accessible
    67. 67. Advice -> Call capgemini?
    68. 68. BPM/SOAAMMwebsite</li></ul>Service offering<br /><ul><li> Combining results with our expertice
    69. 69. Offering special services
    70. 70. Extensive audits</li></li></ul><li>Architecture<br />Methods & techniques<br />Governance<br /> Integration<br />BSM<br />
    71. 71. Questions?<br />
    72. 72.
    73. 73. Relevance<br />Research question<br />“What is an appropriate model for assessing the existing degree of maturity and alignment of BPM and SOA in an organization, which also supports an improvement roadmap?”<br />
    74. 74. Where to next..<br />How to measure such an synergy in a short period of time?<br />Maturity models<br />BPM<br />SOA<br />Reference maturity models<br />Enterprise architecture<br />Business / IT alignment<br />SOA governance<br />Semi structured interviews<br />Experience from the field, <br />Expert knowledge and vision<br />
    75. 75. Maturity models<br />How to measure such an synergy in a short period of time?<br />Maturity models<br />BPM<br />SOA<br />Reference maturity models<br />Enterprise architecture<br />Business / IT alignment<br />SOA governance<br />
    76. 76. Expert interviews<br />7 experts from Capgemini<br />3 additional experts from Capgemini<br />3 external experts from other organizations<br />Professor<br />Expert in the field of BPM and process automization<br />Cofounder of a company who developed a BPM approach to support management.<br />
    77. 77. Definitions<br />Business process<br />“Is the complete and dynamically coordinated set of collaborative and transactional activities that deliver value to customers”<br /><ul><li>Business services
    78. 78. “Service orientation of an organization means that functions and sub processes needed by numerous organizational units are provided by a single unit towards multiple units in order to reduce costs and complexity. We define such functions as business services”</li></li></ul><li>BPM / SOA synergy<br />BPM/SOA synergy<br />“The interaction of two or more agents or forces so that their combined effect is greater than the sum of their individual effect”<br />Both,<br />try to enable an enterprise to increase the adaptability and reactivity to market dynamics<br />emphasize on adding value to the end consumer<br />enable and drive the business-strategy and incorporate business and IT aspects.<br />

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