D2 1 200710 Poznan Need2 Know Color 2up


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D2 1 200710 Poznan Need2 Know Color 2up

  1. 1. What Every Enterprise Architect Needs to Know about Workflow and BPM Michael zur Muehlen, Ph.D. Center of Excellence in Business Process Innovation Howe School of Technology Management Stevens Institute of Technology Hoboken NJ Michael.zurMuehlen@stevens.edu 1 BPM is NOT about Technology 2
  2. 2. BPM is NOT about Creating Diagrams 3 BPM is NOT about Architecture 4
  3. 3. BPM is about Improving Business 5 BPM - What are the Issues? 6
  4. 4. Modeling in the Large: Industry Partners 7 Strategy-related Issues Top Economic Value Management Governance (economics) Support Lack of value Commit- End-goal Focus on ROI metrics (i.e., Lack of Corporate Ownership ment to Sponsorship Incentives Costs Politics perceptions Initiatives Justification Balanced Benchmarks standards of models long term Scorecard) Costs Lack of New tool associated with Lack of Training coordination acquisition updating the control point models Strategy-related Issues 8
  5. 5. Process Modeling Life Cycle Issues Setup Design Maintenance Lack of Lack of Lack of Consoli- Model quality Variant modeling standards common Infrastructure Rework Timeliness dation and assurance management objectives for reuse methodology Integration Corporate Level of Model Modeling modeling abstraction maintenance guidelines standard Modeling-related Issues 9 Resource-related Issues Process Information Tool and Model User Modeler Provider Language Level of Hierarchical Integration Lack of Lack of Limited expertise Capability BPM Level of decompo- with other using full adequate access to and to abstract education complexity sition of modeling toolset toolset repository experience models tools features Resistance Lack of good Lack of Lack of efficient Cost Turnaround to change / Knowledge Integration graphical model repository search efficiency time adoption of sharing of activities process utilization engine BPM mapping Lack of Loss of Intellectual Lack of communication knowledge property transfer Resource-related Issues 10
  6. 6. 1'+23)4+$&5603)70quot;'8+)9-:/0quot;quot; =$'+#$'+) =$'+#$'+) !quot;#$%&'quot;()*+,-$quot;#-./#.-0 ;.'&2)$+2)70<&:5 $<<&'/$#':+) <-:/0quot;quot; organizational process management <0-,:->$+/0 <0-,:->$+/0 software selection and implementation software maintenance BPM = Project + Lifecycle Enterprise Process Frameworks 12
  7. 7. BT Process Hierarchy Level A Strategic Business Activities Scorecard Business Activities Objectives Process WHAT Description Level B Process Groupings Process Groupings Ownership Services Level C Core Processes Tactical Core processes Products Delivery Units Process Description Level D Business Process Flows Processes Systems Delivery Teams Level E HOW Operational Process Flows Operational System Functions Sub Processes Roles Process Description Level F Detailed Process Flows Detailed Roles Detailed Processes Transactions Source: British Telecommunications plc 2006 13 Top-Down Strategy Level A Strategic Strategy Business Activities Processes/ Scorecard Business Activities Objectives Rule Level B Description Top-Down Project Process Groupings Process Groupings Ownership Services Level C Tactical Core Processes Processes/ Core processes Products Delivery Units Rule Level D Description Business Process Flows Processes Systems Delivery Teams Level E Operational Operational Process Processes/ Flows System Functions Sub Processes Roles Rule Level F Description BPM Application Detailed Process Detailed Roles Detailed Processes Transactions Flows 14
  8. 8. Process Architecture: Benefits Allow to short-circuit process identification phase Provide neutral map for navigation along processes Standardize terminology across the enterprise Enable benchmarking across organizations Designed based on industry best practices 15 Process Architecture: Fortune 100 Methods Enterprise Process Architecture Organization Level concept Roles & Responsi- Convention bilities handbook Process Modeling Owners handbook Process Corporate Managers Modeling Service 16
  9. 9. Architecture Contents Glossary and Data Structures Common terminology that Business & Systems Analysts can refer to Business Capabilities and Process Definitions What capabilities do you have, and what processes do you support Senior managers and business users have a common vocabulary of processes Software purchases or outsourcing agreements are simplified Consistency across business partners Library of Cross-Organizational Messages 17 Example: ACORD Insurance Business is assemblage of standard process building blocks Use for internal integration Integration across distribution channels With third-party providers “We are about the business content that goes into the process” 18
  10. 10. Process Framework Benefits Frameworks save time Coloring a picture vs. drawing a picture Frameworks reduce risk Incorporate best practices Frameworks enable business agility Provide business context Frameworks reduce costs Enterprise overview helps identify areas in need of improvement Frameworks enable incremental development 19 BPM Governance 20
  11. 11. Product Product Product Product Product Line 1 Line 2 Line 3 Line 4 Line 5 Process Group 1 Process Manager Process Group 2 Process Manager Process Group 3 Process Manager Process Group 4 Process Manager Process Group 5 Process Manager Leveraging Vertical and Horizontal Expertise 21 Compare Sainsbury (2006) Process Ownership Source: Sainsbury (2006) 22
  12. 12. Focus Role Objective Level Corp. Region Division Process Sponsor Facilitate & Drive Process Framework Strategic Method & Compatibility Executive Process Executive Standardize & Optimize Process Performance Process Owner Management Operational Process Manager Implement & Optimize (recommended) Process DB Manager Responsible for ARIS Shared Service Process Modeler Modeling Processes BPM Roles - Example 23 Corporate Assessment Framework Process Portfolio & Target setting Process Documentation Harmonization Process Standardization Process Performance Management Methods Controlling Organization & Tools Process Optimization Program Management, Qualification, Communication Data Management IT-Architecture Example: Fortune 100 Industrial Enterprise maturity assessment 24
  13. 13. Visualization of Results: 2 Business Units Assessed 5 4 3 2 1 0 Process Portfolio & Target setting Process Documentation Process Performance Controlling Process Optimization Harmonization/Standardization Methods & Tools Process Management Organization Program Management, Qualification, Communication Data Management IT-Architecture 25 Classification Level 1 Level 2 Level 3 Level 4 Level 5 Quantitatively CMMI Stage Initial Managed Defined Optimizing Managed Forward-looking A business No business Individual process A business and outside intelligence intelligence metrics are intelligence information is BI equivalent information services are being collected through platform is in integrated into architecture is utilized manual probes place the BI defined infrastructure Process metrics Processes are Processes are are automatically Processes are Processes are modeled using a modeled and obtained and BPM equivalent performed continually formal modeling automated using processes are manually optimized notation BPMS technology managed on a day-to-day basis Continual A comprehensive Individual An enterprise optimization of No services are services SOA equivalent services are service bus is in QoS parameters, defined architecture is defined place services defined architecture Maturity Stages 26
  14. 14. The BPM Maturity Model Business Process Management Maturity Strategic Governance Method IT People Culture Alignment Process Roles and Process Design & Process Design & Process Skills & Process Values & Process Improvement Plan Responsibilities Modeling Modeling Expertise Beliefs Process Process Decision Making Process Education Process Attitudes & Strategy & Process Implementation & Implementation & Capability Linkage Processes & Learning Behaviors Executions Executions Process Metrics & Process Process Control & Process Control & Responsiveness to Process Performance Collaboration & Architecture Measurement Measurement Process Change Linkage Communication Process Process Process Leadership Process Process Output Management Improvement & Improvement & Attention to Measurement Knowledge Standards Innovation Innovation Process Process Process Project & Process Project & Process Process Customers Process Social Management Program Program Management & Stakeholders Networks Controls Management Management Leaders Source: Rosemann & DeBruin 2006 Agile BPM Maturity Satisfying all 30 facets of the BPM Maturity Model takes a long time A subset of the BPM Maturity model is needed to guide an organization toward a rapid deployment of BPM technology Example: Staged Deployment of Maturity Initiatives Modeling Tool Extended use of Tool 28
  15. 15. Choosing the Right Strategy There is no single right pathway for all organizations If command-and-control infrastructure: Methods come first, culture comes later If participatory organization: Culture and people need to be nurtured earlier in the process If centralized organization: Building a central repository can be undertaken early in the process If decentralized organization: Leveraging individual projects to facilitate quick wins is important, but an integration strategy for the project results later on needs to be instituted early on 29 3 Challenges Ahead 30
  16. 16. Business People Acquiring Management by Magazine 50 Years of IT Lock-Down IT Skills 31 Thank You – Questions? Michael zur Muehlen, Ph.D. Howe School of Technology Management Stevens Institute of Technology Castle Point on the Hudson Hoboken, NJ 07030 Phone: !+1 (201) 216-8293 Fax:! +1 (201) 216-5385 E-mail:! mzurmuehlen@stevens.edu Web:! http://www.cebpi.org Process Thought Leadership 32