Using BPM to Prioritize Service Creation


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My presentation from TIBCO's user conference, TUCON, given on May 1st, 2008.

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Using BPM to Prioritize Service Creation

  1. 1. Sandy Kemsley BPM Analyst and Architect Kemsley Design Ltd. Using BPM to Prioritize Service Creation
  2. 2. Agenda <ul><li>How processes and services fit together </li></ul><ul><li>Finding the right level of services </li></ul><ul><li>Approaches to service definition </li></ul>
  3. 3. Processes and Services
  4. 4. Before BPM and SOA <ul><li>Two main functionalities: </li></ul><ul><ul><li>Human-facing workflow </li></ul></ul><ul><ul><li>Enterprise application integration (system-to-system) </li></ul></ul><ul><li>Custom coding for integration </li></ul><ul><li>Rudimentary modeling and management tools </li></ul>
  5. 5. BPM and SOA defined <ul><li>BPM: </li></ul><ul><ul><li>Management practice </li></ul></ul><ul><ul><li>Tools for automating processes </li></ul></ul><ul><li>SOA: </li></ul><ul><ul><li>Architectural philosophy </li></ul></ul><ul><ul><li>Design standards-based services to access system functionality </li></ul></ul>
  6. 6. BPM and SOA Service A Service B Service C Service D Service E Legacy System Database ERP Process Step 1 Process Step 2 Process Step 3 Process Step 4
  7. 7. 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><ul><li>Processes are intentionally transparent, services are intentionally opaque </li></ul>
  8. 8. BPM and SOA with ERP <ul><li>Using BPM and SOA with major ERP implementations: </li></ul><ul><li>“ For these companies, the value of SOA will be found in business process management (BPM), which promises to allow companies to create unique and differentiating business processes on top of the same software many of their competitors use.” </li></ul><ul><li>“ SOA and BPM for Enterprise Applications: A Dose of Reality” AMR Research, May 2007 </li></ul>
  9. 9. The Right Level of Services
  10. 10. Where do services come from? <ul><li>Service-enable legacy systems </li></ul><ul><ul><li>Wrap your in-house applications </li></ul></ul><ul><ul><li>ERP application service layer </li></ul></ul><ul><li>Purpose-built functionality </li></ul><ul><ul><li>Custom services </li></ul></ul><ul><ul><li>3 rd -party services, including web-based </li></ul></ul>
  11. 11. Service Granularity Issues <ul><li>Too granular: </li></ul><ul><ul><li>Multiple calls for each logical business function impacts performance </li></ul></ul><ul><ul><li>Function/data can’t be expressed in business terms </li></ul></ul><ul><li>Too coarse: </li></ul><ul><ul><li>Decreased flexibility and reusability </li></ul></ul><ul><ul><li>Increased complexity </li></ul></ul>
  12. 12. Getting the Granularity Right <ul><li>Business-level services: specific business functionality or business object </li></ul><ul><li>Expose multiple actions to combine similar services </li></ul><ul><li>May be composed from base-level services </li></ul>
  13. 13. Layers of Services Update Data Update Address Create/ Update Order Schedule Shipment Legacy System Database ERP Update Address Approve Order Create Order Schedule Shipment
  14. 14. Service Definition Approaches
  15. 15. Top-Down <ul><li>Map business processes </li></ul><ul><li>Identify business-level functions within processes </li></ul><ul><li>Decompose to lowest level that still maintains business focus to maximize reusability </li></ul><ul><li>Map to base-level services (existing or new) that will compose business-level services </li></ul>
  16. 16. Bottom-Up <ul><li>Define base-level services based on underlying system functionality and exposed interfaces </li></ul><ul><li>Compose into business-level services and expose for orchestration </li></ul><ul><li>Consume business-level services in process maps </li></ul>
  17. 17. Issues with Both Approaches <ul><li>Top-down: </li></ul><ul><ul><li>Service definition is delayed until processes are mapped </li></ul></ul><ul><ul><li>May not make use of existing services </li></ul></ul><ul><ul><li>Services may not be reusable across processes </li></ul></ul><ul><li>Bottom-up: </li></ul><ul><ul><li>No business-IT collaboration in service definition </li></ul></ul><ul><ul><li>Services may not match required functionality </li></ul></ul>
  18. 18. The Winner Is… <ul><li>Top-down whenever possible </li></ul><ul><ul><li>Allows business processes to define the (business-level) services </li></ul></ul><ul><ul><li>Supports enterprise architecture methodology </li></ul></ul><ul><ul><li>Provides alignment between requirements and services </li></ul></ul><ul><li>Some base services will exist and be unchangeable </li></ul><ul><ul><li>Conform process to match services </li></ul></ul><ul><ul><li>Create new layer of services to wrap base services </li></ul></ul><ul><li>Consider reusability across multiple processes to fine-tune service definitions </li></ul>
  19. 19. Getting Started <ul><li>Map to-be high-value business processes (business) </li></ul><ul><li>Identify required business-level services at swimlane boundaries (business and IT) </li></ul><ul><li>Catalogue existing services (IT) </li></ul><ul><li>Create subprocesses as a placeholder for business-level services if required (IT) </li></ul><ul><li>Use business value to prioritize service creation (business) </li></ul>
  20. 20. Summary <ul><li>BPM and SOA must be considered together: </li></ul><ul><ul><li>BPM implementation is accelerated by services </li></ul></ul><ul><ul><li>Services are consumed by BPM </li></ul></ul><ul><ul><li>Joint high-level design exploits the BPM-SOA synergy </li></ul></ul><ul><li>For optimal results, process requirements drive service definition </li></ul>
  21. 21. Questions? Sandy Kemsley Kemsley Design Ltd.