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BPM Model Preserving Strategy vs. Model Transforming Strategy

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This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.

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BPM Model Preserving Strategy vs. Model Transforming Strategy

  1. 1. Model Strategy: Preserving vs. Transforming Keith Swenson Technical Committee Chairman WfMC Vice President of R&D Fujitsu Computer Systems http://kswenson.wordpress.com/ Copyright 2009
  2. 2. Overview • Definition of Model Strategy – Model Preserving Strategy – Model Transforming Strategy • Tradeoffs – Analytics – Simulation – Error Correction – Performance • Designing for Change • Process Ecosystem • Dynamic BPM Keith D Swenson http://kswenson.wordpress.com/
  3. 3. Three Kinds of Change • Business Process Enactment: – the business process as it moves from the beginning to the end of handling a single case. The process definition does not normally change here, only the process instance or context that records the state of a particular case changes. • Business Process Lifecycle: – these are the changes that a business process goes through from initial concept, to modeling, to integration, and finally to deployment into an enactment environment. • Business Process Improvement: – the change to a business process that occurs over time through repeated use of the business process lifecycle followed by analysis of how well that version of the business process worked. Keith D Swenson http://kswenson.wordpress.com/
  4. 4. Lifecycle Example – 3 Key Roles A Business A Systems In the enactment Process Analyst Engineer environment are has insight into the performs the work Administrators business itself, of integrating the and Users who and also has skills process with the interact with the being able to other systems in running processes. model that the organization. process. MODEL MODEL MODEL Keith D Swenson http://kswenson.wordpress.com/
  5. 5. Model Transforming Strategy • Transformed between domains • optimized for that domain • can take advantages of specific capabilities Often is dramatic change without any apparent correlation between the parts of the different models. Keith D Swenson http://kswenson.wordpress.com/
  6. 6. Model Preserving Strategy Preserving means that the model remains substantially the same in all domains. Keith D Swenson http://kswenson.wordpress.com/
  7. 7. Analytics Analytics provides information ? about how long each activity takes, how often branches are taken in the execution environment Analytic results on a transformed model may not be meaningful to the business user. Keith D Swenson http://kswenson.wordpress.com/
  8. 8. Simulation & Optimization Simulation attempts to estimate how well a process will run in real environment. Optimization attempts to find the best configuration. Simulation results on the business model may not be valid or meaningful if the execution model is different. Keith D Swenson http://kswenson.wordpress.com/
  9. 9. Round-Trip Difficulties ? Ability to return to original model with all the extensions of the system engineer is not always possible. Transformed model does not always contain all the information from the previous domain. With Model Preserving Strategy round-trip is a given. Keith D Swenson http://kswenson.wordpress.com/
  10. 10. Agile Development Get 100% of business domain work done… Get 100% of system Forces a domain work done. “fast waterfall” approach. Business and System work can be done at any time without any time gap. System engineer can suggest changes to business model. They work together on the same model because it is preserved. Keith D Swenson http://kswenson.wordpress.com/
  11. 11. Error Resolution If a process hits a business ? problem that was not anticipated by the process, then a person must get involved to determine the correct resolution to the problem. If may be difficult for a business person to recognize the error situation, or to determine the correct rule modification, if the executing model is different from what they originally drew. Keith D Swenson http://kswenson.wordpress.com/
  12. 12. Optimization & Performance – Within Domain Model leverages Model leverages Model can business engineering and use special person programming execution skills. skills. optimizations Keith D Swenson http://kswenson.wordpress.com/
  13. 13. Tradeoffs • Model Transforming Strategy – Preferred by systems engineers and useful for high performance execution. • Model Preserving Strategy – Best if you want the business person to be in control of the processes. – Enables better simulation, optimization, analytics, error correction, round trip, and agile development of business processes. – Brings business and process together. Keith D Swenson http://kswenson.wordpress.com/
  14. 14. Process Design Goals Vary • Facilitators – someone who diagrams a business process that uses people to do things that cannot be automated. – the facilitator needs a process diagram that describes what the people do, not what the computer does. • Automators – someone who is taking a manual business process and is attempting to replace humans with computer systems. – focuses on the inputs and outputs of human activity, and writes software to produce the same outputs automatically. – a.k.a. Straight Thru Processing Keith D Swenson http://kswenson.wordpress.com/
  15. 15. Comparison • Facilitator Diagram – Good for training participants on what they have to do, and what others are doing – Shows Roles and Responsibilities • Automator Diagram – Good for programmers / system administrators to understand what the system is doing – Shows what data is flowing where • Both Diagrams Drawn with BPMN! Keith D Swenson http://kswenson.wordpress.com/
  16. 16. Inescapable Conclusions • The way that you model a given process in BPMN depends upon the methodology you use, and the assumptions you make about the technology that will support the process. • A given BPMN diagram can execute only on a process engine that corresponds to the assumptions that are built into the diagram. • Yet, BPMN is still extremely valuable in giving people a common set of symbols. Keith D Swenson http://kswenson.wordpress.com/
  17. 17. Modeling for a Change • For change to be easy – Representation must be “natural” – Conceptually matching what people do – Mimicking organizational structure, job functions, and roles • Transforming the diagram into a “reduced” list makes it hard to change – Can actually reduce Agility • E.g.: a “map” vs. “directions” Keith D Swenson http://kswenson.wordpress.com/
  18. 18. Process Design Ecosystem Discovery Ownership/Issue Resources/Time Goals/Strategies Vendor A Vendor B Vendor C Vendor D BPMN BPMN BPMN BPMN Process Discovery Process Modeling Process Simulation Process Optimization Process Model Repository Vendor E Vendor F Workflow Design SOA Design Executable Model Executable Model Repository Repository (e.g. XPDL) (e.g. BPEL) Process Execution Process Execution Keith D Swenson http://kswenson.wordpress.com/
  19. 19. Process Design Ecosystem Discovery Ownership/Issue Resources/Time Goals/Strategies Vendor A Vendor B Vendor C Vendor D BPMN BPMN BPMN BPMN Process Discovery Process Modeling Process Simulation Process Optimization Process Model Repository Vendor E Vendor F Workflow Design SOA Design Executable Model Executable Model Lifecycle (To Execution) Repository Repository (e.g. XPDL) (e.g. BPEL) Process Execution Process Execution Keith D Swenson http://kswenson.wordpress.com/
  20. 20. Trends Social Unstructured Networks Email Dynamic BPM Case Mgmt Human Oriented Flexible Workflow BPM BPM Suite ? BPM Structured Enterprise Integration Orchestration 1990’s Today Keith D Swenson http://kswenson.wordpress.com/
  21. 21. Dynamic BPM Use Case: Fighting Fires • Challenge for Responders – Speed – Information – Coordination of Teams • Unpredictable … – Fixed plan can not anticipate changing needs – Plan elaborated as you work – Composed from fragments – Respond to situation Keith D Swenson http://kswenson.wordpress.com/
  22. 22. Social Network & Dynamic BPM • No strong distinction between “designers” and “users”. Blending of domains. • Design at the same time as running. • Unified, continuously updated, process Model Preserving Strategy is a Requirement Keith D Swenson http://kswenson.wordpress.com/
  23. 23. Review • Definition of Model Strategy – Model Preserving Strategy – Model Transforming Strategy • Tradeoffs – Analytics – Simulation – Error Correction – Performance • Designing for Change • Process Ecosystem • Dynamic BPM Keith D Swenson http://kswenson.wordpress.com/
  24. 24. BPM In Practice: A Primer for BPM & Workflow Standards • All of this and more is covered in this new book from Keith Swenson and Robert Shapiro available at: http://www.lulu.com/content/2244958 • See the related blog at: http://kswenson.wordpress.com/books Keith D Swenson http://kswenson.wordpress.com/
  25. 25. References & Discussion Sources • Blog Entries http://kswenson.wordpress.com/2009/02/09/model-strategy-preserving-vs-transforming/ http://kswenson.wordpress.com/2009/02/11/model-strategy-analytics/ http://kswenson.wordpress.com/2009/02/12/model-strategy-round-trip-agile-development/ http://kswenson.wordpress.com/2009/02/13/model-strategy-performance/ http://kswenson.wordpress.com/2009/02/14/model-strategy-simulation/ • Workflow Handbook 2009 “Two Strategies for Handling Models: Preserving vs. Transforming” pp197-210 http://www.futstrat.com/books/handbook09.php Keith D Swenson http://kswenson.wordpress.com/
  26. 26. BPM In Practice: A Primer for BPM & Workflow Standards • All of this and more is covered in this new book from Keith Swenson and Robert Shapiro available at: http://www.lulu.com/content/2244958 • See the related blog at: http://kswenson.wordpress.com/books Keith D Swenson http://kswenson.wordpress.com/
  27. 27. Pro c e s s Tho ug ht Le ade rs hip Keith D Swenson http://kswenson.wordpress.com/

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