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Discovering and Modeling Agile Processes Sandy Kemsley Kemsley Design Ltd. www.column2.com
Process Discovery
Drivers for Process Improvement <ul><li>Competitive pressure </li></ul><ul><li>Quality management initiatives </li></ul><u...
Think Process <ul><li>How to start thinking about new processes: </li></ul><ul><ul><li>Customer touchpoints </li></ul></ul...
Discovering Hidden Process Improvement Opportunities <ul><li>Discovering the processes hiding in email and manual procedur...
Crowdsourcing process discovery <ul><li>A social networking approach to process modeling </li></ul><ul><li>Involve more (b...
Process Modeling and Design Patterns
Key Design Patterns <ul><li>Process initiation </li></ul><ul><li>Types of automated steps </li></ul><ul><li>Types of human...
BPM and SOA Service A Service B Service C Service D Service E Legacy System Database ERP System Process Step 1 Process Ste...
BPM and SOA together <ul><li>BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPM </li></ul><ul><ul...
SOA in process modeling <ul><li>Discovering services </li></ul><ul><ul><li>What services already exist </li></ul></ul><ul>...
Simulation and optimization <ul><li>Identify key performance indicators </li></ul><ul><li>Estimate parameters: </li></ul><...
Simulation example
Modeling for ROI
Improve efficiencies <ul><li>Automate manual work steps </li></ul><ul><li>Directly integrate data between systems </li></u...
Cut out the middle man <ul><li>Provide customer self-service to initiate processes </li></ul><ul><li>Provide process visib...
Location, location, location <ul><li>Share redundant processes between business units </li></ul><ul><li>Identify steps tha...
ROI: reduce costs <ul><li>Reduce manual tasks </li></ul><ul><li>Reduce error rates </li></ul><ul><li>Allow customer self-s...
ROI: increase competitive advantage <ul><li>Reduce time to market </li></ul><ul><li>Reduce end-to-end cycle time </li></ul...
Common ROI pitfalls <ul><li>Increased capacity does not guarantee increased revenue </li></ul><ul><li>Cost reduction may r...
BPM, BR and BI
Business Rules and BPM <ul><li>Key to  agility  in business processes </li></ul><ul><ul><li>Routing decisions </li></ul></...
Business Intelligence and BPM <ul><li>Key to  visibility  in business processes </li></ul><ul><ul><li>Process monitoring a...
BPM + BR + BI <ul><li>Self-learning decisions within processes: </li></ul><ul><ul><li>Process statistics captured with BI ...
Summary
What makes a process agile? <ul><li>Business involvement in process discovery and modeling </li></ul><ul><li>Round trip: m...
Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com
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Discovering and Modeling Agile Processes

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Presentation made at the Forrester Technology Leadership Forum, Carlsbad CA, September 26 2007.

Published in: Business, Technology
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Discovering and Modeling Agile Processes

  1. 1. Discovering and Modeling Agile Processes Sandy Kemsley Kemsley Design Ltd. www.column2.com
  2. 2. Process Discovery
  3. 3. Drivers for Process Improvement <ul><li>Competitive pressure </li></ul><ul><li>Quality management initiatives </li></ul><ul><li>Regulatory compliance </li></ul><ul><li>Enterprise architecture and SOA </li></ul><ul><li>Corporate performance management </li></ul>
  4. 4. Think Process <ul><li>How to start thinking about new processes: </li></ul><ul><ul><li>Customer touchpoints </li></ul></ul><ul><ul><li>Key performance indicators </li></ul></ul><ul><ul><li>Process steps contributing to KPIs </li></ul></ul><ul><li>Moving from a functional silo view to a business process view </li></ul>
  5. 5. Discovering Hidden Process Improvement Opportunities <ul><li>Discovering the processes hiding in email and manual procedures </li></ul><ul><li>Moving from as-is analysis to to-be opportunities </li></ul><ul><li>Types of process improvement </li></ul><ul><ul><li>Automation </li></ul></ul><ul><ul><li>Geographic </li></ul></ul><ul><ul><li>Disintermediation </li></ul></ul>
  6. 6. Crowdsourcing process discovery <ul><li>A social networking approach to process modeling </li></ul><ul><li>Involve more (business) people in modeling: </li></ul><ul><ul><li>Captures the wisdom of the crowd </li></ul></ul><ul><ul><li>Encourages ownership </li></ul></ul><ul><ul><li>Reduces resistance to change </li></ul></ul>
  7. 7. Process Modeling and Design Patterns
  8. 8. Key Design Patterns <ul><li>Process initiation </li></ul><ul><li>Types of automated steps </li></ul><ul><li>Types of human tasks </li></ul><ul><li>Role of content </li></ul><ul><li>Volume of work </li></ul><ul><li>Process complexity </li></ul>
  9. 9. BPM and SOA Service A Service B Service C Service D Service E Legacy System Database ERP System Process Step 1 Process Step 2 Process Step 3 Process Step 4
  10. 10. BPM and SOA together <ul><li>BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPM </li></ul><ul><ul><li>SOA alone only allows you to design and build a set of services </li></ul></ul><ul><ul><li>BPM alone would require custom coding for each system integration </li></ul></ul><ul><li>BPM + SOA orchestrates people and services into a business process </li></ul>
  11. 11. SOA in process modeling <ul><li>Discovering services </li></ul><ul><ul><li>What services already exist </li></ul></ul><ul><ul><li>Whether existing services meet the needs </li></ul></ul><ul><li>Specifying services </li></ul><ul><ul><li>What new services need to be created </li></ul></ul><ul><ul><li>What legacy functions need to be wrapped in services </li></ul></ul>
  12. 12. Simulation and optimization <ul><li>Identify key performance indicators </li></ul><ul><li>Estimate parameters: </li></ul><ul><ul><li>Arrivals </li></ul></ul><ul><ul><li>Time per step </li></ul></ul><ul><ul><li>Participants </li></ul></ul><ul><ul><li>Cost per step </li></ul></ul><ul><li>Run and compare scenarios </li></ul>
  13. 13. Simulation example
  14. 14. Modeling for ROI
  15. 15. Improve efficiencies <ul><li>Automate manual work steps </li></ul><ul><li>Directly integrate data between systems </li></ul><ul><li>Provide process monitoring and control </li></ul><ul><li>Automate process statistics gathering and analysis </li></ul>
  16. 16. Cut out the middle man <ul><li>Provide customer self-service to initiate processes </li></ul><ul><li>Provide process visibility to customer </li></ul>
  17. 17. Location, location, location <ul><li>Share redundant processes between business units </li></ul><ul><li>Identify steps that can be completed in isolation </li></ul><ul><li>Automate escalation and handoffs </li></ul><ul><li>Allow remote work </li></ul>
  18. 18. ROI: reduce costs <ul><li>Reduce manual tasks </li></ul><ul><li>Reduce error rates </li></ul><ul><li>Allow customer self-service </li></ul><ul><li>Reduce compliance costs </li></ul><ul><li>Reduce time to implement changes </li></ul><ul><li>Reduce functional redundancy </li></ul><ul><li>Allow outsourcing </li></ul>
  19. 19. ROI: increase competitive advantage <ul><li>Reduce time to market </li></ul><ul><li>Reduce end-to-end cycle time </li></ul><ul><li>Improve customer service </li></ul><ul><li>Increase capacity </li></ul><ul><li>Improve decision-making </li></ul>
  20. 20. Common ROI pitfalls <ul><li>Increased capacity does not guarantee increased revenue </li></ul><ul><li>Cost reduction may require FTE reductions </li></ul><ul><li>Providing self-service does not guarantee that customers will use it </li></ul><ul><li>Remote work and outsourcing can have hidden costs </li></ul>
  21. 21. BPM, BR and BI
  22. 22. Business Rules and BPM <ul><li>Key to agility in business processes </li></ul><ul><ul><li>Routing decisions </li></ul></ul><ul><ul><li>Work assignment </li></ul></ul><ul><ul><li>Set parameters </li></ul></ul><ul><li>Changing rules without changing the process </li></ul><ul><li>Applying rules consistently in processes and other applications </li></ul>
  23. 23. Business Intelligence and BPM <ul><li>Key to visibility in business processes </li></ul><ul><ul><li>Process monitoring and reporting </li></ul></ul><ul><ul><li>Process analysis and optimization </li></ul></ul><ul><ul><li>Predictive analytics </li></ul></ul><ul><li>May contribute to process agility </li></ul><ul><ul><li>Trigger processes </li></ul></ul><ul><ul><li>Automate steps based on prior decisions </li></ul></ul><ul><ul><li>Suggest decision for human task </li></ul></ul>
  24. 24. BPM + BR + BI <ul><li>Self-learning decisions within processes: </li></ul><ul><ul><li>Process statistics captured with BI </li></ul></ul><ul><ul><li>Statistics analyzed and fed back to inform business rules </li></ul></ul><ul><ul><li>Business rules modify process behavior </li></ul></ul><ul><li>BR + BI = decision management </li></ul>
  25. 25. Summary
  26. 26. What makes a process agile? <ul><li>Business involvement in process discovery and modeling </li></ul><ul><li>Round trip: model-execute-optimize </li></ul><ul><li>Minimal customization </li></ul><ul><li>Business rules </li></ul><ul><li>Services </li></ul>
  27. 27. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com

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