The document discusses achieving synergy between business process management (BPM), service-oriented architecture (SOA), and enterprise architecture (EA). It argues that BPM provides context for defining services, SOA provides recommendations for implementing and governing services, and EA enhances BPM and SOA through an "enterprise executable model." The author advocates modeling business processes and relationships between artifacts to design flexible systems using these technologies. Examples are provided of how this approach was used to transform legacy systems and select tools.

1. ICEIMT 2009 BLED WORKSHOP, DECEMBER 2009 ACHIEVING SYNERGY BETWEEN BPM, SOA AND EA Dr Alexander Samarin www.samarin.biz

2. About me An enterprise solutions architect From a programmer to a systems architect Experience in scientific, international, governmental and industry environments Creator of systems which work without me Practical adviser for design and implementation of enterprise solutions Current specialisation is improving business process management systems Book (just published) www.improving-BPM-systems.com/book 2009-12-14 Achieving synergy between BPM, SOA and EA

3. My “axioms” Permanent improvement of enterprise efficiency and effectiveness is mandatory Provide for enterprise evolution via a feed-back loop To choose the best possible improvement, it is necessary to have good information about the functioning of the enterprise To implement a selected improvement, it is necessary to be sure that modifications are feasible An enterprise is a complex and dynamic system The goal – principles and practices of rational construction of enterprise business systems The scope 2009-12-14 Achieving synergy between BPM, SOA and EA

4. top managers enterprise architects business line managers process owners super-users normal users project managers business analysts IT managers IT architects IT developers Many internal stakeholders 2009-12-14 Achieving synergy between BPM, SOA and EA

5. Business artefacts events processes activities roles rules data & documents audit trails performance indicators services Technical artefacts Numerous enterprise artefacts 2009-12-14 Achieving synergy between BPM, SOA and EA KPIs Processes Services Events Roles Data structures Documents Rules Human “workflow” Audit trails

6. Dynamic set of artefacts Artefacts are interconnected and interdependent We have to anticipate potential changes: policies, compliance, technology, etc. Implementation of such changes necessitates the evolution of some artefacts and the relationships between them It must be easy to modify all artefacts and relationships without causing any negative effects System architecture view of an enterprise 2009-12-14 Achieving synergy between BPM, SOA and EA

7. Different estimations of the development/maintenance life-cycle cost ratio Enterprise business systems need to be adaptive 2009-12-14 Achieving synergy between BPM, SOA and EA 95 % 5 % 40 % 60 % 80 % 20 % 1 – Estimated average in the IT industry 2 – A real scenario (governmental client) 3 – Estimated by an IT staff member maintenance development 1 3 2

8. All artefacts must be versionable throughout their life-cycle All artefacts must be evolved to become digital externalised virtual components of clouds All relationships between these artefacts are modelled explicitly All models are made to be executable Main principles 2009-12-14 Achieving synergy between BPM, SOA and EA

9. More knowledge about the functioning of the enterprise More predictable results More rational decisions More comprehensive optimisation Executable models are also testable platform-independent Advantages of executable models 2009-12-14 Achieving synergy between BPM, SOA and EA

10. Who ( roles ) is doing What ( business objects ), When ( coordination of activities ), Why ( business rules ), How ( business activities ) and with which Results ( performance indicators ) Make these relationships explicit and executable What you model is what you execute Business processes are complex relationships between artefacts 2009-12-14 Achieving synergy between BPM, SOA and EA

11. Business Process Management (BPM) is a tool for improving enterprise business performance 2009-12-14 Achieving synergy between BPM, SOA and EA BPM as a discipline BPM as software: BPM suite (BPMS) Any process-centric enterprise has some BPM, but how can we industrialise this BPM? A natural evolution of BPR, Lean, ISO 9001, 6 Sigma BPM allows you to model, automate, execute, control, measure and optimize the flow of business activities that span your enterprise’s systems, employees, customers and partners within and beyond your corporate boundaries 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 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 BPM is vendor-centric, not customer-centric

12. Process-oriented view of an enterprise 2009-12-14 Achieving synergy between BPM, SOA and EA

13. BPM discipline view of an enterprise 2009-12-14 Achieving synergy between BPM, SOA and EA

14. Definition architectural approach for constructing software-intensive systems from a set of universally interconnected and interdependent services ( operationally independent functional units ) Advantages use of standard and pre-fabricated building blocks high level of system flexibility Service-Oriented Architecture (SOA) 2009-12-14 Achieving synergy between BPM, SOA and EA

15. BPM, by revealing the artefacts and the relationships between them, provides the necessary context (e.g. granularity) for the definition of services SOA provides recommendations for the implementation, execution and governance of services Synergy between BPM and SOA 2009-12-14 Achieving synergy between BPM, SOA and EA

16. Definition set of principles, practices, and tools which provides guidance and practical help for the design and evolution of en enterprise to achieve its vision and strategy “ Enterprise genotype” (a full nomenclature of enterprise artefacts) – classic EA “ Enterprise phenotype” (a set of observable characteristics such as performance) Formal genotype–phenotype link via “enterprise executable model” – EA enhanced by BPM and SOA Enterprise architecture (EA) is a tool for the design of future states 2009-12-14 Achieving synergy between BPM, SOA and EA

17. Main technologies Business Process Management (BPM) Service-Oriented Architecture (SOA) Other technologies ECM, BEM, BI, BRM, MDM, ESB, BAM, ITIL, … Organic integration with Enterprise architecture (EA) Project management practices Principles for design of flexible systems Architectural framework – a coherent set of existing technologies 2009-12-14 Achieving synergy between BPM, SOA and EA

18. Situation (year 1999) 3 000 complex technical documents per year Word + SGML/XML + PDF publishing in-house system: usine à gaz with several repositories a lot of “manual” integration and coordination work most of the IT staff are busy with BUG2000 Tasks reduce amount of “manual” work simplify work – make suitable for less-qualified staff members maintain the same quality work without classic user specifications progress via small iterations of new system Example – a complex production system in place for several years (1) 2009-12-14 Achieving synergy between BPM, SOA and EA

19. A “BPM” tool workflow engine from an off-the-shelf product mixture of human and automated tasks external agents for carrying out automated tasks use of a dynamic language (Jython) An “SOA” tool CORBA implementation in Java standard interface for most services composition of services in Java, Jython, shell Externalisation of events (from existing repositories) Example – a complex production system in place for several years (2) 2009-12-14 Achieving synergy between BPM, SOA and EA

20. Architecting for flexibility Versioning of everything Coordination of services via forms and processes Comprehensive and constant monitoring of services Example – a complex production system in place for several years (3) 2009-12-14 Achieving synergy between BPM, SOA and EA

21. Incremental transformation from typical inter-application data flows to end-to-end coordination of services Example – a complex production system in place for several years (4) 2009-12-14 Achieving synergy between BPM, SOA and EA

22. Result high user satisfaction faster and better ROI several times less resources required for maintenance and evolution migrations made easy – several successfully undertaken real agility achieved micro-projects – agile implementations of new features meta-projects – architectural framework governance for the management of many micro-projects in production now for 10 years Example – a complex production system in place for several years (5)

23. Situation 30 different tools in use for electronic publishing 2 years of heated discussions without a decision Task define criteria for the selection of a single tool Action modelling of business processes to determine common services Result (after several meetings) an agreed list of services acting as selection criteria Example – selection of a single tool 2009-12-14 Achieving synergy between BPM, SOA and EA

24. Classification of BPM artefacts A modelling procedure four-phase guidance to produce executable models diagramming style naming conventions several practical patterns Promotion of joint work between the business and the IT Quick iterations for building an operational prototype Example – prototyping for better understanding 2009-12-14 Achieving synergy between BPM, SOA and EA

25. Example – e-Government implementation 2009-12-14 Achieving synergy between BPM, SOA and EA Government Partners Internal existing application Coordination and integration (BPM/SOA-based) e-Government Collaborative extranet (ECM-based) between partners and government e-gov service e-gov service e-gov service Internal existing application Coordination (BPM/SOA-based) service service

26. An MIS for a governmental agency High level of flexibility explicitly required Budget 4,5 MCHF About 10 offers Some contenders: Classic development – 17 MCHF ERP hidden under workflow – 4 MCHF BPM-based – 2,5 MCHF Example – BPM-based management information system 2009-12-14 Achieving synergy between BPM, SOA and EA

27. Use of the architectural framework reduces the complexity Based on a BPM reference model Addresses the needs of the most difficult aspect – people Use of explicit and executable models Business process modelling in BPMN Quick prototyping Guidelines for usage of different technologies Link with enterprise architecture Main advantages of the architectural framework 2009-12-14 Achieving synergy between BPM, SOA and EA

28. Thank you! Contact information: Alexander Samarin [email_address] www.improving-BPM-systems.com 2009-12-14 Achieving synergy between BPM, SOA and EA