Creating a synergy between BPM and electronic archives

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My presentation at ECA 2010 in Geneva http://www.bar.admin.ch/eca2010/index.html

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  • Thanks Max. I saw many time that IT people and IT-tools vendors are very good coordination techniques. Those techniques are very powerful, but implicit for the business. And, finally, the business is responsible for daily use of those techniques. I found very useful for the organisation when people (mainly the business) use for their work explicit methods. As usual, the balance is necessary.

    Can you share details about ' Anyway, I propose that also predictable processes are easier to define without flowcharts.' please?

    Thanks,
    AS
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  • Alexander, thanks. Cooking is a good example where following the process does not definitely create great tasting food. It is a knwledge activity and can't be handled by a flowchart. You may be able to create a flwochart model that looks like a cooking process, but you would not be able to control it. It is further connected to the shopping process, tools capabilities, food quality, parallel activities, and A LOT of experience. The recipe is a resource list and a guide, no more. Why would someone bother to create a process to cook if he knows how to do it. Anyway, I propose that also predictable processes are easier to define without flowcharts.

    PS: I am a pretty good cook myself.
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  • Thanks Max,

    I consider the process as the explicit coordination, because the coordination is important as a way to achieve a desired outcome. Sure, this is an intentional limitation. Your approach, if understood correctly, is to focus on implicit coordination. This is fine, because different levels of coordination and different coordination techniques may co-exist and co-operate. It is important to use the right technique in a particular case. In many occasions I was asked for strong coordination which is implemented by processes. I discussed this the chapter 5 of my book (certainly, I only touched this topic).

    Concerning your 'a flowchart will deal with ten different inbound and outbound content elements that are created/used/worked on by different actors and that in summary set the overall progress of the process' -- some processes may use implicit coordination. For example, a process pattern http://improving-bpm-systems.blogspot.com/2010/03/practical-process-patterns-caap.html

    Thanks,
    AS
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  • Alexander, to see process as a consequence of content state is as valid as seeing content as an artifact of a task. The task is no more than the externalized content method. Process is really an abstract entity that does not exist, while content (structured data and unstructured text and the mix of both) does. Therefore it is much more plausible to users to work with content state that is progressed by external events. Execution boundaries are defined by business rules. In such a process environment, there is no discernible flow and all those negaitve sideeffects of flowcharts with variants and exceptions disappear. THe explicit context and relationship that you mention is really a limitation of flowcharts, because the content is the only thing that counts. State/event driven models are more flexible in dealing with events than flowcharts. Even with BPMN events, any event appearing at any point in time disrupts the current execution flow. Complex recovery and syncronization flows are needed to resolve that. State/event models do not suffer from this limitation.

    Typical content vendors deal with simple states and usually focus on the creation process or on the archive (storage) state, while with Papyrus we always allowed for content state to represent business process relevant states as well. So it is understandable that you have not seen this with the usual ECM vendors.

    I am still surprised that you mention content as relevant to the process in your presentation but do not see the necessity for state/event/rules handling. Flowcharts are not suitable to deal with content state changes by events. This is what I meant in another comment I made on your writings that I lack the real-world aspects of executing the concepts that you present as solutions.

    Maybe you can explain how you feel a flowchart will deal with ten different inbound and outbound content elements that are created/used/worked on by different actors and that in summary set the overall progress of the process. I also feel that a similar problem exits with SOA services and therefore the idea that each sub-process is a service is not really practical in a flowchart paradigm.
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  • Max, thanks for the comment. Can you elaborate 'The process becomes an artifact to the content and not the other way around', please. For me, process is important as they provide explicit and executable relationship between other artefacts. I work with the electronic publishing since 1980 and with DMS/ECM since 1996 but I found no similar functionality in typical content.

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    AS
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  • Business Process Identification and Modeling Part 1 – Context
  • The business world understood a long time ago that processes and services are the backbones of most business systems. At present, many enterprises use the process-centric approach as a critical tool to organise their operations as a set of business processes and practices for their management, including improvement.
  • At a process-centric enterprise one may have many elementary nano-services which are organised into a mega-service, i.e. the whole enterprise
  • Creating a synergy between BPM and electronic archives

    1. 1. ECA 2010, GENEVA, SWITZERLAND CREATING A SYNERGY BETWEEN BPM* AND ELECTRONIC ARCHIVES Dr Alexander Samarin www.samarin.biz * BPM – Business Process Management
    2. 2. About me <ul><li>An enterprise solutions architect </li></ul><ul><ul><li>From a programmer to a systems architect </li></ul></ul><ul><ul><li>Experience in scientific, international, governmental and industry environments </li></ul></ul><ul><ul><li>Creator of systems which work without me </li></ul></ul><ul><ul><li>Practical adviser for design and implementation of enterprise solutions </li></ul></ul><ul><li>My main “tool” is an architectural framework for improving enterprise business process management systems </li></ul> 2010-04-28 Creating a synergy between BPM and electronic archives
    3. 3. BPM is a tool for improving enterprise business performance 2010-04-28 Creating a synergy between BPM and electronic archives <ul><ul><li>The theory </li></ul></ul><ul><ul><li>BPM as a discipline (use processes to manage an enterprise) </li></ul></ul><ul><ul><li>The tools </li></ul></ul><ul><ul><li>BPM as software: </li></ul></ul><ul><ul><li>BPM suite (BPMS) </li></ul></ul>The practice Any process-centric enterprise has some BPM, but how can we industrialise this BPM? A natural evolution of BPR, Lean, ISO 9001, 6 Sigma The aim is to have a single description of business processes: - model in design - input for project planning and execution - executable program for coordination of work - documentation for all staff members - basis for management decisions An enterprise portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio A multitude of tools “handle” processes
    4. 4. <ul><li>Co-existence of many people , many roles and many structures </li></ul><ul><ul><li>functional </li></ul></ul><ul><ul><li>organisational </li></ul></ul><ul><ul><li>operational </li></ul></ul><ul><ul><li>projects </li></ul></ul><ul><ul><li>social </li></ul></ul><ul><ul><li>etc. </li></ul></ul>BPM concerns everyone 2010-04-28 Creating a synergy between BPM and electronic archives
    5. 5. <ul><li>Co-existence of many artefacts </li></ul><ul><ul><li>vision, plans, processes, capabilities, services, etc. </li></ul></ul><ul><li>Dynamic and interrelated </li></ul><ul><li>Not all relationships between artefacts are explicit </li></ul><ul><li>Not all relationships between artefacts are interpreted consistently by different staff members and systems </li></ul>Systems view on BPM 2010-04-28 Creating a synergy between BPM and electronic archives
    6. 6. <ul><li>Who ( roles ) is doing What ( business objects ), When ( coordination of activities ), Why ( business rules ), How ( business activities ) and with Which Results ( performance indicators ) </li></ul><ul><li>Make these relationships explicit and executable What you model is what you execute </li></ul>Business processes are complex relationships between artefacts 2010-04-28 Creating a synergy between BPM and electronic archives
    7. 7. <ul><li>Business artefacts </li></ul><ul><ul><li>Events </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Activities </li></ul></ul><ul><ul><li>Roles </li></ul></ul><ul><ul><li>Rules </li></ul></ul><ul><ul><li>Data & documents </li></ul></ul><ul><ul><li>Audit trails </li></ul></ul><ul><ul><li>Performance indicators </li></ul></ul><ul><ul><li>Services </li></ul></ul><ul><li>Organisational and technical artefacts … </li></ul>Different enterprise artefacts 2010-04-28 Creating a synergy between BPM and electronic archives KPIs Processes Services Events Roles Data structures Documents Rules Human “workflow” Audit trails
    8. 8. <ul><li>Services are considered to be explicitly-defined and operationally-independent units of functionality </li></ul><ul><ul><li>Formal description </li></ul></ul><ul><ul><li>Operational independence </li></ul></ul><ul><ul><li>Invisible implementation </li></ul></ul>Services and processes (1) 2010-04-28 Creating a synergy between BPM and electronic archives
    9. 9. <ul><li>Processes are considered to be an explicitly-defined coordination of services to create a particular outcome </li></ul><ul><ul><li>Formal description </li></ul></ul><ul><ul><li>Coordination </li></ul></ul>Services and processes (2) 2010-04-28 Creating a synergy between BPM and electronic archives
    10. 10. <ul><li>The business is driven by events </li></ul><ul><li>For each event there is a process to be executed </li></ul><ul><li>Process coordinates execution of activities </li></ul><ul><li>The execution is carried out in accordance with business rules </li></ul>Process anatomy (1) 2010-04-28 Creating a synergy between BPM and electronic archives
    11. 11. <ul><li>Each business activity operates with some business objects (data or documents) </li></ul><ul><li>A group of staff member ( business role ) is responsible for the execution of each activity </li></ul><ul><li>The execution of business processes produces audit trails </li></ul><ul><li>Audit trails (which are very detailed) are also used for the calculation of Key Performance Indicators ( KPIs) </li></ul>Process anatomy (2) 2010-04-28 Creating a synergy between BPM and electronic archives
    12. 12. Be ready to wide spread misunderstanding 2010-04-28 Creating a synergy between BPM and electronic archives
    13. 13. <ul><li>Typical end-to-end business process </li></ul><ul><li>But, the “white space” is the place where records are emerging </li></ul><ul><li>Let us make it explicit as important intermediate events </li></ul>Build RM into business processes: capturing of records (1) 2010-04-28 Creating a synergy between BPM and electronic archives Find client Fullfil contract Prolongate contract Sign contract Find client Fullfil contract Prolongate contract Sign contract
    14. 14. <ul><li>If an artefact is versionable then recording of its ID is sufficient </li></ul>Build RM into business processes: capturing of records (2) 2010-04-28 Creating a synergy between BPM and electronic archives Documents Data Rules Roles Audit trails Business process instance Events Particular version Records
    15. 15. <ul><li>Align access rights with the work to be done </li></ul>Build RM into business processes: access control (1) 2010-04-28 Creating a synergy between BPM and electronic archives Do something Grant necessary rights to a person who will carry out this activity to access involved business objects Revoke previously granted rights
    16. 16. <ul><li>Align security with the work progress (preparation of an organisational document) </li></ul>Build RM into business processes: access control (2) 2010-04-28 Creating a synergy between BPM and electronic archives Personal version Committee review Management approval Group drafting Private Confidential Secret Top-secret Public
    17. 17. <ul><li>Single version Multiple versions </li></ul>Build RM into business processes: managing of versions (1) 2010-04-28 Creating a synergy between BPM and electronic archives
    18. 18. <ul><li>What to do with intermediate versions? </li></ul>Build RM into business processes: managing of versions (2) 2010-04-28 Creating a synergy between BPM and electronic archives
    19. 19. Build RM into business processes: managing of versions (3) 2010-04-28 Creating a synergy between BPM and electronic archives
    20. 20. Build RM into business processes: producing good documents 2010-04-28 Creating a synergy between BPM and electronic archives PDF Archive Image
    21. 21. <ul><li>Execute at the end of a business process some checks that all documents (from this business process instance) have been properly classified </li></ul><ul><li>Can be a mixute of automated and human tasks (process pattern M&M) </li></ul>Build RM into business processes: Business follow-up 2010-04-28 Creating a synergy between BPM and electronic archives
    22. 22. <ul><li>Events </li></ul><ul><ul><li>New record received </li></ul></ul><ul><ul><li>Retention period of a dossier expired </li></ul></ul><ul><ul><li>Access to records requested </li></ul></ul><ul><ul><li>... </li></ul></ul><ul><li>Business objects </li></ul><ul><ul><li>Records </li></ul></ul><ul><ul><li>Dossiers </li></ul></ul><ul><ul><li>Documents </li></ul></ul><ul><ul><li>Calendars </li></ul></ul>An electronic enterprise archive as a BPM system (1) 2010-04-28 Creating a synergy between BPM and electronic archives
    23. 23. <ul><li>Rules </li></ul><ul><ul><li>Retention calendar </li></ul></ul><ul><ul><li>Classifications </li></ul></ul><ul><ul><li>Naming conventions </li></ul></ul><ul><ul><li>Filing plan </li></ul></ul><ul><ul><li>... </li></ul></ul><ul><li>KPIs (consider service level agreements) </li></ul><ul><ul><li>Yearly acquicition transfer from current to semi-current archive < 2 weeks </li></ul></ul>An electronic enterprise archive as a BPM system (2) 2010-04-28 Creating a synergy between BPM and electronic archives
    24. 24. <ul><li>Processes </li></ul><ul><ul><li>One per each event </li></ul></ul><ul><ul><li>Explicit and executable </li></ul></ul><ul><ul><li>Perfect audit trails </li></ul></ul><ul><li>Be a good service provider </li></ul><ul><ul><li>Reliable (as a nuclear waste storage) </li></ul></ul><ul><ul><li>Convenient (do not block users) </li></ul></ul><ul><ul><li>Always available </li></ul></ul><ul><ul><li>Fully transparent </li></ul></ul><ul><ul><li>Well architected </li></ul></ul>An electronic enterprise archive as a BPM system (3) 2010-04-28 Creating a synergy between BPM and electronic archives
    25. 25. <ul><li>Helps to reduce complexity and to increase flexibility </li></ul><ul><li>Based on a BPM reference model </li></ul><ul><li>Addresses the needs of the most difficult aspect – people </li></ul><ul><li>Use of explicit and executable models </li></ul><ul><li>Business process modelling in BPMN </li></ul><ul><li>Rules for finding services and quick prototyping </li></ul><ul><li>Guidelines for usage of different technologies </li></ul><ul><li>Link with enterprise architecture </li></ul>Main advantages of the architectural framework for BPM 2010-04-28 Creating a synergy between BPM and electronic archives
    26. 26. Thank you! <ul><li>Contact information: </li></ul><ul><li>Alexander Samarin </li></ul><ul><li>[email_address] </li></ul><ul><li>www.improving-BPM-systems.com </li></ul>2010-04-28 Creating a synergy between BPM and electronic archives

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