Thomas Hildebrandt gives a presentation on business process management (BPM) and adaptive case management. He discusses how BPM can be used to describe "as-is" and "to-be" processes as flow diagrams, configure a standard BPM system to implement the processes, and analyze operational processes to improve them. Hildebrandt also outlines his background researching collaborative processes and process-oriented IT systems.
IT and Business Process Modelling course at IT University of Copenhagen (Lect...Thomas Hildebrandt
First and second lecture for the IT and Business Process Modelling course at IT University of Copenhagen.
The course has focus on flexibility in business processes and introduces to DCR Graphs business process constraint mapping (using www.dcrgraphs.net) and BPMN modelling (using www.academic.signavio.com).
It is based on the book "Enabling Flexibility in Process-Aware Information Systems - Challenges, Methods, Technologies" by Manfred Reichert and Barbara Weber. (http://www.springer.com/computer/database+management+%26+information+retrieval/book/978-3-642-30408-8)
My keynote on Flexible, Adaptable & Compliant Business Systems with Dynamic Condition Response (DCR) Graphs given at the ForMABS 2016 workshop on Formal Methods for Analysis of Business Systems affiliated to ASE 2016 (ase2016.org).
Towards Flexible, Adaptable & Compliant Process-Aware Information Systems wit...Thomas Hildebrandt
Slides for talk given at the ZISC Institute, ETH Zurich, November 27th, 2015.
Abstract of talk:
Software systems today support complex processes and interactions between humans and
machines in many different variants, from the embedded controllers in cars to workflow
systems in hospitals and case management systems in banks. On the one hand, such
process-aware information systems often operate in unpredictable and changing contexts
which calls for both flexibility and adaptability. On the other hand, it is getting more
and more critical that the software system behaves correctly and is compliant with safety,
security and legal regulations.
In the talk we will address the short-comings of the state-of-the-art industrial standards
for process-aware information systems, in particular the process notations employed in
business process management systems. We then present and demonstrate a new event-based and
declarative process notation and modelling approach for the design of flexible, adaptable
and compliant process-aware information systems called Dynamic Condition Response (DCR)
graphs. DCR Graphs have been developed at IT University of Copenhagen in collaboration
with the danish company Exformatics and has been implemented in an industrial process
design tool, DCRGraphs.net and the Exformatics Enterprise Content and Adaptive Case
Management solution. The talk will contain examples of applications of the DCR Graphs
approach to case management, emergency management and security and will be concluded with
an overview of ongoing work and challenges.
The work is supported by the The Danish Council for Strategic Research, the Royal Danish
Defence College, IT University of Copenhagen, the Velux Foundation, Resultmaker and
Exformatics.
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Enterprise Architecture - An Introduction Daljit Banger
The Slides are from my session at "An Evening of Enterprise Architecture Awareness" held at theUniversity of Sussex Hosted by the BCS Local Chapter and facilitated by the BCS EA Specialist Group.
IT and Business Process Modelling course at IT University of Copenhagen (Lect...Thomas Hildebrandt
First and second lecture for the IT and Business Process Modelling course at IT University of Copenhagen.
The course has focus on flexibility in business processes and introduces to DCR Graphs business process constraint mapping (using www.dcrgraphs.net) and BPMN modelling (using www.academic.signavio.com).
It is based on the book "Enabling Flexibility in Process-Aware Information Systems - Challenges, Methods, Technologies" by Manfred Reichert and Barbara Weber. (http://www.springer.com/computer/database+management+%26+information+retrieval/book/978-3-642-30408-8)
My keynote on Flexible, Adaptable & Compliant Business Systems with Dynamic Condition Response (DCR) Graphs given at the ForMABS 2016 workshop on Formal Methods for Analysis of Business Systems affiliated to ASE 2016 (ase2016.org).
Towards Flexible, Adaptable & Compliant Process-Aware Information Systems wit...Thomas Hildebrandt
Slides for talk given at the ZISC Institute, ETH Zurich, November 27th, 2015.
Abstract of talk:
Software systems today support complex processes and interactions between humans and
machines in many different variants, from the embedded controllers in cars to workflow
systems in hospitals and case management systems in banks. On the one hand, such
process-aware information systems often operate in unpredictable and changing contexts
which calls for both flexibility and adaptability. On the other hand, it is getting more
and more critical that the software system behaves correctly and is compliant with safety,
security and legal regulations.
In the talk we will address the short-comings of the state-of-the-art industrial standards
for process-aware information systems, in particular the process notations employed in
business process management systems. We then present and demonstrate a new event-based and
declarative process notation and modelling approach for the design of flexible, adaptable
and compliant process-aware information systems called Dynamic Condition Response (DCR)
graphs. DCR Graphs have been developed at IT University of Copenhagen in collaboration
with the danish company Exformatics and has been implemented in an industrial process
design tool, DCRGraphs.net and the Exformatics Enterprise Content and Adaptive Case
Management solution. The talk will contain examples of applications of the DCR Graphs
approach to case management, emergency management and security and will be concluded with
an overview of ongoing work and challenges.
The work is supported by the The Danish Council for Strategic Research, the Royal Danish
Defence College, IT University of Copenhagen, the Velux Foundation, Resultmaker and
Exformatics.
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Enterprise Architecture - An Introduction Daljit Banger
The Slides are from my session at "An Evening of Enterprise Architecture Awareness" held at theUniversity of Sussex Hosted by the BCS Local Chapter and facilitated by the BCS EA Specialist Group.
RPA (Robotic Process Automation), POA (Process Oriented Architecture) And BPM...Alan McSweeney
RPA (Robotic Process Automation) is an opportunity to add value by creating (partially of completely) automated meta processes that control one or more existing applications to automate the interactions with those applications and thus enable the successful operation of the process.
RPA can reduce manual effort, reduce manuals errors, improve quality, accuracy and ensure consistency. RPA based processes are always available, can respond to changes more quickly and are more scalable that manual processes. They captures process information for reporting, analysis and process improvement and provide greater visibility and control.
Successful RPA is a pre-requisite to exploiting other technologies and approaches such as artificial intelligence.
POA (Process Oriented Architecture) is concerned with linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation.
BPM (Business Process Management) is the disciplined approach to identify, design, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organisation’s strategic goals.
Increasing velocity of change means that informal, undocumented expertise makes reaction slow, exceptions are only known and understood locally – process architecture ensures knowledge is documented and change can happen quickly.
A change to digital operations means that internal processes are exposed – the potentially inefficient and manual processes must be made efficient and external interactions must be masked from the internal complexity.
Moving the organisation from one that is internally focussed around its siloed structures to one that is focussed on customer (external interacting party) straight-through interactions.
Automating existing processes requires a structured approach to process analysis.
A structured approach to designing new optimised processes is important to successful RPA implementation.
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs.
Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied.
The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large.
Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner.
Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles.
Knowledge management requires good management of the solution architecture function.
A Framework for Developing IoT-related Solution Architecture BlueprintsStefan Malich
Smart, connected products enable digital transformation but also entail challenges related to complexity, operational disruption, security, etc. An incremental approach guided by an IoT-related strategy and target architecture is key to address these challenges. I propose a library of IoT-related solution architecture blueprints can be used to guide the development of target architectures and architectural roadmaps. The framework (which is described in a Slidedoc format) is considered only as a starting point. It provides a holistic view on the IoT (or smart, connected products) space and structures the set of solution architecture blueprint based on a maturity model for smart, connected products and different IoT-related domains.
This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
Traditional and Agile Management Approaches Knut Linke
In the context of informatization and digitalization of work the ability to work self-organized and agile become more important for workers. Education organizations are required to provide fitting training approaches for to fulfil those requirements. The paper contains a comparison and explanation of traditional (PMBOK, Prince2, Hermes) and agile project management approaches (Scrum, Kanban, Scrumban) and agile organization forms (OKR, Holacracy). The different approaches are explained, especially in the field of the agile approaches, in detail to provide a deeper understanding from the necessary requirements onto the workers. The work concludes with an aggregation of comparisons of both approaches and a conclusion for future requirements for teaching and learning and future necessary research.
Investing Intelligently In The IT FunctionAlan McSweeney
Describes an approach to defining the competencies and capabilities required of the IT function and to use current levels of competence and importance of competency across all activity areas of the IT function to identify those areas at which getting better will yield the greatest return, allowing for targeted investment of resources to get good at what matters
Robotic Process Automation in East Coast - KatprotechKatprotech1
Robotic Process Automation in East Coast, Machine Health Monitoring Solution for Manufacturing , Accounts Process Rpa Implementation, Powerapp Development, Katprotech
This Slide Deck was presented at the annual international conference of itSMF Slovensko on May, 6th. in Bratislava. It gives an introduction into Process Mining as a new useful approach to discover real life processes in IT Service Management end everywhere else where processes are driven by tools providing log file information.
Many thanks to Anne Rozinat http://fluxicon.com for the graphs and information she provided to itSMF Austria. Many thanks to Celonis for providing a demo application.
Please recognize the further links and recommendations at the end of the presentation.
Translating Big Raw Data Into Small Actionable InformationAlan McSweeney
Any approach to Big Data needs to be based rigorously on business value. Big Data exists across the organisation’s operating landscape and not just for customers. Such data presents the potential for significant value that can enhance the way organisations do business and interact with external parties. There is a need for a realistic and achievable approach to translating Big Raw Data into Small Actionable Information.
Big Data is intrinsically linked to digital operations and associated digital transformation.
So ignore the issues of scope, lack of definition, conflicts, differences and complexity and focus on the identification, specification, development and implementation of approaches, strategies, processes, expertise, solutions and systems and data that can provide actionable information to achieve outcomes that produce business value.
The approach to generating real value needs to encompass:
1. Definition and understanding of Big Raw Data landscape including data sources, platforms, systems and applications parties, journeys and interactions
2. Identification and selection of high potential value use cases for implementation for selected parties
3. Definition of IT strategies, facilities, tools, techniques and resources to reduce the volume of Big Raw Data to translate it into Small Actionable Information
4. System and application changes to actualise use cases
5. Understanding and appreciation of wider operational context – Campaign Management, Customer Relationship Management, Customer Experience Management, Customer Value Management
6. Implementation of underpinning data governance and data privacy protocols
7. Organisational and process changes to identify, implement and operate use cases
There are only a limited number of actionable insights available from Big Raw Data. There are only a limited number of actions the organisation can reasonably take. It is important not to swamp the organisation with lots of irrelevant pseudo insights. It is important to prioritise the actions recommended from the derived insights.
Exploiting Big Raw Data to generate business value requires resources. This means management commitment and sponsorship.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Solution Architecture and Solution ComplexityAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of solution complexity.
The solution architect cannot design solution in isolation without being aware of the implications of its subsequent delivery. Inherent unnecessary complexity must be avoided. The solution architect does not have control of the wider environment in which the solution will be delivered and that may be a source of additional complexity. But the solution architect can try to influence this by indicating where solution delivery problems may arise due to complexity so mitigation actions can be taken. The complexity factors can be used to assess and select solution options. The goal is, as always, no surprises.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Enterprise Architecture - An Introduction from the Real World Daljit Banger
The attached slides where presented at a BCS EA SIG organised event hosted by Deloitte in Edinburgh on the 24th April 2017.
Slide 7 is not rendered as I wish to protect the IP, however will publish soon
Don’t Mention The “A” Word – Trends In Continuing Business And IT MisalignmentAlan McSweeney
Despite years of emphasising the need for IT and business alignment, the disconnect between business and IT continues. IT focuses too much of pure technology. However, business expectations cam be unrealistic, based on part on IT not explaining itself to the business. IT technology trends are not relevant the business. The business is concerned with the results of investment in IT and sees technology as means to an end and not as ends in themselves. IT needs to structure itself so alignment pervades the entire IT function. IT must embed business alignment in the way it operates to ensure it remains relevant to the business. IT needs to mediate between the business and suppliers and technologies, acting as a lens focussing business needs on appropriate solutions. The gulf is between business and IT seems to be getting wider. Failure to ensure this alignment may lead to the business bypassing IT and going straight to suppliers and service providers. Disintermediation of IT is central to the business plans of many internet-based service providers. Failure to systematise alignment will expose IT to the danger of becoming irrelevant.
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
How can you use case management to manage unstructured processes? Learn more at our case management resource center at http://bps.opentext.com/bpm-and-case-basics/case-management-101/
RPA (Robotic Process Automation), POA (Process Oriented Architecture) And BPM...Alan McSweeney
RPA (Robotic Process Automation) is an opportunity to add value by creating (partially of completely) automated meta processes that control one or more existing applications to automate the interactions with those applications and thus enable the successful operation of the process.
RPA can reduce manual effort, reduce manuals errors, improve quality, accuracy and ensure consistency. RPA based processes are always available, can respond to changes more quickly and are more scalable that manual processes. They captures process information for reporting, analysis and process improvement and provide greater visibility and control.
Successful RPA is a pre-requisite to exploiting other technologies and approaches such as artificial intelligence.
POA (Process Oriented Architecture) is concerned with linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation.
BPM (Business Process Management) is the disciplined approach to identify, design, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organisation’s strategic goals.
Increasing velocity of change means that informal, undocumented expertise makes reaction slow, exceptions are only known and understood locally – process architecture ensures knowledge is documented and change can happen quickly.
A change to digital operations means that internal processes are exposed – the potentially inefficient and manual processes must be made efficient and external interactions must be masked from the internal complexity.
Moving the organisation from one that is internally focussed around its siloed structures to one that is focussed on customer (external interacting party) straight-through interactions.
Automating existing processes requires a structured approach to process analysis.
A structured approach to designing new optimised processes is important to successful RPA implementation.
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs.
Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied.
The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large.
Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner.
Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles.
Knowledge management requires good management of the solution architecture function.
A Framework for Developing IoT-related Solution Architecture BlueprintsStefan Malich
Smart, connected products enable digital transformation but also entail challenges related to complexity, operational disruption, security, etc. An incremental approach guided by an IoT-related strategy and target architecture is key to address these challenges. I propose a library of IoT-related solution architecture blueprints can be used to guide the development of target architectures and architectural roadmaps. The framework (which is described in a Slidedoc format) is considered only as a starting point. It provides a holistic view on the IoT (or smart, connected products) space and structures the set of solution architecture blueprint based on a maturity model for smart, connected products and different IoT-related domains.
This is the deck of a webinar that I presented at the OpenGroup. The focus of this webinar is on the challenge of using these standards in practice to build a strong architecture capability in organizations.
Traditional and Agile Management Approaches Knut Linke
In the context of informatization and digitalization of work the ability to work self-organized and agile become more important for workers. Education organizations are required to provide fitting training approaches for to fulfil those requirements. The paper contains a comparison and explanation of traditional (PMBOK, Prince2, Hermes) and agile project management approaches (Scrum, Kanban, Scrumban) and agile organization forms (OKR, Holacracy). The different approaches are explained, especially in the field of the agile approaches, in detail to provide a deeper understanding from the necessary requirements onto the workers. The work concludes with an aggregation of comparisons of both approaches and a conclusion for future requirements for teaching and learning and future necessary research.
Investing Intelligently In The IT FunctionAlan McSweeney
Describes an approach to defining the competencies and capabilities required of the IT function and to use current levels of competence and importance of competency across all activity areas of the IT function to identify those areas at which getting better will yield the greatest return, allowing for targeted investment of resources to get good at what matters
Robotic Process Automation in East Coast - KatprotechKatprotech1
Robotic Process Automation in East Coast, Machine Health Monitoring Solution for Manufacturing , Accounts Process Rpa Implementation, Powerapp Development, Katprotech
This Slide Deck was presented at the annual international conference of itSMF Slovensko on May, 6th. in Bratislava. It gives an introduction into Process Mining as a new useful approach to discover real life processes in IT Service Management end everywhere else where processes are driven by tools providing log file information.
Many thanks to Anne Rozinat http://fluxicon.com for the graphs and information she provided to itSMF Austria. Many thanks to Celonis for providing a demo application.
Please recognize the further links and recommendations at the end of the presentation.
Translating Big Raw Data Into Small Actionable InformationAlan McSweeney
Any approach to Big Data needs to be based rigorously on business value. Big Data exists across the organisation’s operating landscape and not just for customers. Such data presents the potential for significant value that can enhance the way organisations do business and interact with external parties. There is a need for a realistic and achievable approach to translating Big Raw Data into Small Actionable Information.
Big Data is intrinsically linked to digital operations and associated digital transformation.
So ignore the issues of scope, lack of definition, conflicts, differences and complexity and focus on the identification, specification, development and implementation of approaches, strategies, processes, expertise, solutions and systems and data that can provide actionable information to achieve outcomes that produce business value.
The approach to generating real value needs to encompass:
1. Definition and understanding of Big Raw Data landscape including data sources, platforms, systems and applications parties, journeys and interactions
2. Identification and selection of high potential value use cases for implementation for selected parties
3. Definition of IT strategies, facilities, tools, techniques and resources to reduce the volume of Big Raw Data to translate it into Small Actionable Information
4. System and application changes to actualise use cases
5. Understanding and appreciation of wider operational context – Campaign Management, Customer Relationship Management, Customer Experience Management, Customer Value Management
6. Implementation of underpinning data governance and data privacy protocols
7. Organisational and process changes to identify, implement and operate use cases
There are only a limited number of actionable insights available from Big Raw Data. There are only a limited number of actions the organisation can reasonably take. It is important not to swamp the organisation with lots of irrelevant pseudo insights. It is important to prioritise the actions recommended from the derived insights.
Exploiting Big Raw Data to generate business value requires resources. This means management commitment and sponsorship.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Solution Architecture and Solution ComplexityAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of solution complexity.
The solution architect cannot design solution in isolation without being aware of the implications of its subsequent delivery. Inherent unnecessary complexity must be avoided. The solution architect does not have control of the wider environment in which the solution will be delivered and that may be a source of additional complexity. But the solution architect can try to influence this by indicating where solution delivery problems may arise due to complexity so mitigation actions can be taken. The complexity factors can be used to assess and select solution options. The goal is, as always, no surprises.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Enterprise Architecture - An Introduction from the Real World Daljit Banger
The attached slides where presented at a BCS EA SIG organised event hosted by Deloitte in Edinburgh on the 24th April 2017.
Slide 7 is not rendered as I wish to protect the IP, however will publish soon
Don’t Mention The “A” Word – Trends In Continuing Business And IT MisalignmentAlan McSweeney
Despite years of emphasising the need for IT and business alignment, the disconnect between business and IT continues. IT focuses too much of pure technology. However, business expectations cam be unrealistic, based on part on IT not explaining itself to the business. IT technology trends are not relevant the business. The business is concerned with the results of investment in IT and sees technology as means to an end and not as ends in themselves. IT needs to structure itself so alignment pervades the entire IT function. IT must embed business alignment in the way it operates to ensure it remains relevant to the business. IT needs to mediate between the business and suppliers and technologies, acting as a lens focussing business needs on appropriate solutions. The gulf is between business and IT seems to be getting wider. Failure to ensure this alignment may lead to the business bypassing IT and going straight to suppliers and service providers. Disintermediation of IT is central to the business plans of many internet-based service providers. Failure to systematise alignment will expose IT to the danger of becoming irrelevant.
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
How can you use case management to manage unstructured processes? Learn more at our case management resource center at http://bps.opentext.com/bpm-and-case-basics/case-management-101/
Process.gov - Elements of Adaptive Case Managementmjpucher
This is a presentation I gave about Adaptive Case Management at process.gov conference in Washington. The subject is covered in the book I co-authored: 'Mastering The Unpredictable'. It is available in Amazon, also as a Kindle edition.
Adaptive Case Management Workshop 2014 - KeynoteKeith Swenson
This is the first talk from the 3rd International Workshop on Adaptive Case Management and Non-Workflow BPM. conference overview at: http://acm2014.blogs.dsv.su.se/
A bit of a technical look at how to design process-based applications (a.k.a. Smart Process Applications): why they are different from traditional structured BPM, and all of the components that you need to consider. Delivered at DST's ADVANCE Forum in London, June 2014.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowledge Worker. Presentation from Gartner ITxpo. Delivered by Derek Weeks at Gartner ITxpo, October 2011.
Towards Aspect Oriented Adaptive Case ManagementAmin Jalali
Separation of concerns has long been an important strategy in the software systems development to cope with the complexity embedded in such systems. The same type of concerns, like security concerns, is often repeated in many modules of a system, which hinders the consistency, re-usability, change and maintenance of the system. Aspect orientation aims to separate and encapsulate these concerns to solve the complexity problem. This paper introduces the use of aspect orientation for case and adaptive case management through changing the rules that govern business processes on the fly. It introduces a taxonomy of such rules based on the declarative workflows approach. It also shows how so-called form-based case management systems could be extended to support aspect orientation to reduce the complexity problem. This work is presented in Adaptive Case management and other non-workflow approaches to BPM in Ulm, Germany, 2014
Paper Dynamic Case Management by Capgemini ECM, Yvo BooismaYvo Booisma
Papen on the developments within ECM, from Business Process Management towards Dynamic Case Management. An extremely interesting view on ECM and developments within.
Oplægget blev holdt ved InfinIT-arrangementet "Get F'IT: Forbedrede finansielle processer med Business Process Management?" afholdt den 25. september 2012.
Læs mere om arrangementet på http://www.infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportager/get_fit_bpm.htm
Suggest an intelligent framework for building business process management [ p...ijseajournal
As companies enter into the digital world, information technology is playing a major role in bringing
process improvements to the forefront of business management. In the recent decades, many organizations
have struggled to redesign and improve their business processes to reduce their total cost. The main
contribution of this research study is to propose an intelligent framework that possesses the ability to
employ a database of best practices, business standards, and business activity history in order to permit the
manager to analyze and improve the design of the business processes.
In addition, the other objective of this research is to build a business process or workflow directly from its
process design logic in order to enable rapid process development and deployment. This procedure
requires some technical improvements of the business design, as it is mainly based on building the business
process using Microsoft Office Visio, which communicates the defined business process to the business
process management engine.
Business process analysis and optimization: A pragmatic approach to business ...Mozammel Hoque
The rapidly changing economic and socio-economic environment has led to think how to keep the business processes continuously optimized in highly uncertain and unexpected markets. This turbulent market situation has been brought two major challenges - Socio-cultural (Behavioral) challenge and Technical challenge (IT). The current industry practice and the academic researchers are trying to get out of this by looking the answer from the technology and business model end: “HOW” to manage the challenges of continuous change concentrating on flexibility and speed, maintainability and scalability, cost. Aftermath of it, there is numerous business process modeling techniques are being proposed by the researchers and the technology industry that well captures both approaches - Quantitative analysis: Objective Approach and Qualitative analysis: Subjective Approach though these approaches have its own drawback. (It is not the purpose of this seminar to enlighten on this drawback.) But, the socio-cultural challenge is ignored though our investigation reveals that Information behavior changes faster than information systems, which has driven us to work on it. Therefore, the aim of this seminar is to demonstrate how socio-cultural factors have significant impact, i.e. WHY IT MATTERS, on the success of business process optimization.
A Case for Declarative Process Modelling - Slides on Adaptive Case Managment ...Thomas Hildebrandt
We present the use of Dynamic Condition Response Graphs (www.DCRGraphs.net) developed at Exformatics.com and researchers in the Process and System Models Group at IT University of Copenhagen (www.itu.dk/research/models) for modelling and implementing an Adaptive Case Management system for a grant application process.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
These presentations are created by Tushar B Kute to teach the subject 'Management Information System' subject of TEIT of University of Pune.
http://www.tusharkute.com
7 Rights newest invention on information system.Md Al Amin Raju
7 RIGHTS and which organization helps to do it. And please mention that at the University of Chittagong, Bangladesh, under the faculty of Business Administration, this 7 RIGHTS was disclosed first time in this manner and the professors as audiences agreed on it. Also, link this to the research article.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Monitoring Java Application Security with JDK Tools and JFR Events
Adaptive Case Management, Thomas Hildebrandt, IT-University Copenhagen
1. Adaptive Case Management (ACM)
agil bruger- og videreudvikling af proces-orienterede IT-systemer?
Thomas Hildebrandt, Lektor, PhD
Forskningsgruppen for Proces- & Systemmodeller
www.itu.dk/research/models
IFFI fokusområde for processer og digitalisering
Infinit Interessegruppen for processer og IT:
Udvikling, værdiskabelse og forretning
IT
UNIVERSITY
OF
COPENHAGEN
Thursday 23 October 14
2. Forretningsprocesser og agil IT-udvikling
Lidt om min baggrund...
• 1991-99: PhD i datalogi, Århus Universitet, inden for
matematiske modeller for samarbejdende processer
• 1999-: Forsker & underviser, IT Universitetet i Kbh
• 2004-: Leder for/deltager i flere tværvidenskabelige
forsknings- og innovationsprojekter & videngrupper for
it-støttede forretningsprocesser og digitalisering
• 2012-: Leder af forskningsgruppe for proces og
system modeller ved IT Universitetet i København
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
2
Thursday 23 October 14
3. • Computer Supported Mobile Adaptive Business Processes (2007-2011,
Forskningsrådet for teknologi og produktion) med Copenhagen Business School (CBS) og Microsoft
Development Center Copenhagen
• Trustworthy Pervasive Healthcare (2008-2012, det strategiske forskningsråd) med Datalogisk
Institut, Københavns Universitet (DIKU) og Resultmaker A/S
• Services in Context (2009-2013, Det strategiske forskningsråd) med Peking Universitet
• Case Studies of Best Practice Workflow and Case Work in Practice
(2010, Infinit miniprojekt) med Resultmaker, Exformatics A/S, Dafolo, Job Center Cph, KL, Kombit, CBS
• Cross-organizational workflows (Spring 2011-2014, Forskningsrådet for teknologi og innovation,
Videnkupon & Erhvervs-ph.d) med Exformatics A/S
• Computational Artifacts: Design Oriented Theory of Computational Artifacts in Cooperative Work Practices
(2014-2017, Velux Foundation) med Københavns Universitet og CBS
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Forskningsprojekter
3
Thursday 23 October 14
4. Forretningsprocesser og agil IT-udvikling
Effektive og agile processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
4
Thursday 23 October 14
5. Forretningsprocesser og agil IT-udvikling
Effektive og agile processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
1. høj værdi og udnyttelse af resourcer
4
Thursday 23 October 14
6. Forretningsprocesser og agil IT-udvikling
Effektive og agile processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
1. høj værdi og udnyttelse af resourcer
2. skal være fleksible, men sikre at
regler overholdes
4
Thursday 23 October 14
7. Forretningsprocesser og agil IT-udvikling
Effektive og agile processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
1. høj værdi og udnyttelse af resourcer
2. skal være fleksible, men sikre at
regler overholdes
3. skal kunne ændres undervejs
4
Thursday 23 October 14
8. Effektive og agile processer
1. høj værdi og udnyttelse af resourcer
2. skal være fleksible, men sikre at
regler overholdes
3. skal kunne ændres undervejs
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Skal vi investere i et Business Process
Management (BPM) System ?
4
Thursday 23 October 14
9. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
5
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from Thursday 23 October 14
10. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
• Beskriv “as-is” og “to-be”
processer som flow-diagrammer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
5
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from Thursday 23 October 14
11. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
6
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from Thursday 23 October 14
12. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
• Konfigurer og sæt strøm til med
et standard BPM System
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
6
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from Thursday 23 October 14
13. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
7
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from Thursday 23 October 14
14. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
• Overvåg og tilpas processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
7
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from Thursday 23 October 14
15. Forretningsprocesser og agil IT-udvikling
Business Process Management (BPM)
• Overvåg og tilpas processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
7
However, the focus is not on data but on process-related information ordering of activities). Process mining is also related to monitoring and intelligence [41].
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic life-cycle. 13 shows the four phases of such a life-cycle [7]. In the design phase, processes are (re)designed. In the configuration phase, designs are implemented
by configuring a PAIS (e.g., a WFMS). After configuration, the enactment starts where the operational business processes are executed using the system In the diagnosis phase, the operational processes are analyzed to problems and to find things that can be improved. The focus of traditional management (systems) is on the lower half of the life-cycle. As a result is little support for the diagnosis phase. Moreover, support in the design limited to providing an editor while analysis and real design support are Figure 13: PAIS life-cycle.
analyse &
diagnose
procesudførsel
procesdesign
systemkonfiguration
In this article, we showed that PAISs support operational business by combining advances in information technology with recent insights from men er det effektivt og agilt at beskrive
processer som flow-diagrammer ?
Thursday 23 October 14
16. En typisk sagsbehandling
Forretningsregel: “Der skal rådgives og vurderes
før en låneansøgning kan godkendes”
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
8
Thursday 23 October 14
17. En typisk sagsbehandling
Forretningsregel: “Der skal rådgives og vurderes
før en låneansøgning kan godkendes”
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
8
Flowdiagram:
Thursday 23 October 14
18. En typisk sagsbehandling
Forretningsregel: “Der skal rådgives og vurderes
før en låneansøgning kan godkendes”
19. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
9
Flowdiagram:
21. En typisk sagsbehandling
Forretningsregel: “Der skal rådgives og vurderes
før en låneansøgning kan godkendes”
Flow-diagrammet er rigidt - beskriver kun best practice
- og ikke forretningsreglen, der skal overholdes
22. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
9
Flowdiagram:
24. Forretningsprocesser og agil IT-udvikling
Forestil jer en Business GPS
En “Business GPS” baseret på flow-diagrammer ville vise vej
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
10
Thursday 23 October 14
25. Forretningsprocesser og agil IT-udvikling
Forestil jer en Business GPS
En “Business GPS” baseret på flow-diagrammer ville vise vej
men ikke vise kortet (reglerne) og
ikke kunne håndtere uforudsete afvigelser
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
10
Thursday 23 October 14
26. Foresl
jer
en
Business
GPS
at kunne vælge et vilkårligt mål, afvige fra ruten og få
foreslået en ny, at kortet holdes up-to-date,
og sikrer at vi når effektivt i mål
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
11
Vi forventer
Thursday 23 October 14
27. Foresl
jer
en
Business
GPS
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
12
Skal vi da lave et
flow-diagram,
der beskriver
alle mulige veje?
Thursday 23 October 14
28. Forretningsprocesser og agil IT-udvikling
Fleksibel sagsbehandling...
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
13
Thursday 23 October 14
29. Forretningsprocesser og agil IT-udvikling
Fleksibel sagsbehandling...
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
13
nej
ja
Thursday 23 October 14
30. Forretningsprocesser og agil IT-udvikling
Fleksibel sagsbehandling...
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
13
nej
ja
Sværere at overskue!
Thursday 23 October 14
31. Forretningsprocesser og agil IT-udvikling
Fleksibel sagsbehandling...
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
13
nej
ja
Sværere at overskue!
og reglen er stadig implicit
Thursday 23 October 14
32. Forretningsprocesser og agil IT-udvikling
Adaptive Case Management
• Samarbejde kommunikation
• Består af hændelser, betingelser, mål og milepæle
• Målet ofte klarere end vejen - processen udvikler
sig bestemt af sagsbehandlerens handlinger
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
http://social-biz.org/2014/09/13/bpm2014-keynote-keith-swenson/
IT
UNIVERSITY
OF
COPENHAGEN
14
Keith Swensson: Mastering the Unpredictable
http://www.xpdl.org/nugen/WfMC p/adaptive-case-management/public.htm
Thursday 23 October 14
33. Forretningsprocesser og agil IT-udvikling
Adaptive Case Management
• Samarbejde kommunikation
• Består af hændelser, betingelser, mål og milepæle
• Målet ofte klarere end vejen - processen udvikler
sig bestemt af sagsbehandlerens handlinger
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
http://social-biz.org/2014/09/13/bpm2014-keynote-keith-swenson/
IT
UNIVERSITY
OF
COPENHAGEN
14
Keith Swensson: Mastering the Unpredictable
fra BPM
http://www.xpdl.org/nugen/WfMC p/adaptive-case-management/public.htm
Thursday 23 October 14
34. Forretningsprocesser og agil IT-udvikling
Adaptive Case Management
• Samarbejde kommunikation
• Består af hændelser, betingelser, mål og milepæle
• Målet ofte klarere end vejen - processen udvikler
sig bestemt af sagsbehandlerens handlinger
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
http://social-biz.org/2014/09/13/bpm2014-keynote-keith-swenson/
(record)
proces-fragmenter
IT
UNIVERSITY
OF
COPENHAGEN
til ACM
14
Keith Swensson: Mastering the Unpredictable
fra BPM
http://www.xpdl.org/nugen/WfMC p/adaptive-case-management/public.htm
Thursday 23 October 14
35. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
15
Hændelser
Thursday 23 October 14
36. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
15
Hændelser og regler
forudsætning
Thursday 23 October 14
37. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
15
Hændelser og regler
opfølgning
forudsætning
forudsætning
Thursday 23 October 14
38. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
15
Hændelser og regler
udeluk
opfølgning
forudsætning
forudsætning
milepæl
Thursday 23 October 14
39. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
15
Hændelser og regler
forudsætning
milepæl
udeluk
opfølgning
forudsætning
inddrag
udeluk
Thursday 23 October 14
40. Godkend!
Rådgiv
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
16
Hændelser og regler
udeluk
inddrag
udeluk
Vurder! Afvis!
Modtag Dokumentation
forudsætning
milepæl
opfølgning
forudsætning
Thursday 23 October 14
41. Genoptag
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Regelbaseret ACM
17
Hændelser
forudsætning
og regler
udeluk
inddrag
udeluk
Modtag Dokumentation
Afvist
milepæl
opfølgning
forudsætning
Thursday 23 October 14
42. Regelbaseret ACM
opfølgning
forudsætning
Vurder! Afvis!
Godkend!
Rådgiv
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
forudsætning
udeluk
Modtag Dokumentation
18
Hændelser og regler
inddrag
udeluk
Afvist
milepæl
Genoptag
Thursday 23 October 14
43. Regelbaseret ACM
opfølgning
forudsætning
Vurder! Afvis!
Godkend!
Rådgiv
Vurder
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
udeluk
Modtag Dokumentation
19
Hændelser
forudsætning
og regler
inddrag
udeluk
Afvist
milepæl
Genoptag
Thursday 23 October 14
44. Regelbaseret ACM
opfølgning
forudsætning
Godkend!
Rådgiv
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
udeluk
Vurder! Afvis!
Godkend!
Rådgiv
Afvis!
Modtag Dokumentation
20
Hændelser
forudsætning
og regler
inddrag
udeluk
Afvist
milepæl
Vurder Genoptag
Thursday 23 October 14
45. Regelbaseret ACM
opfølgning
forudsætning
Genoptag
Godkendt
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
udeluk
Vurder! Afvis!
Godkend!
Rådgiv
Modtag Dokumentation
Rådgiv
21
Hændelser
forudsætning
og regler
inddrag
udeluk
Afvist
milepæl
Vurder Genoptag
Thursday 23 October 14
46. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
22
Thursday 23 October 14
47. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
23
Thursday 23 October 14
48. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
24
Thursday 23 October 14
49. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
25
Thursday 23 October 14
50. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
26
Thursday 23 October 14
51. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
27
Thursday 23 October 14
52. Behandling (Rådgiv og Vurder) før Godkend
Modtag Dokumentation før Vurder og Beslutning
Modtag Dokumentation skal efterfølges af Vurder og Beslutning
Vurder milepæl for Godkend
Beslutning udelukker Sagsbehandling, men tillader Genoptag
Genoptag tillader Sagsbehandling
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
28
Thursday 23 October 14
53. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Fra lov til process ?
29
Thursday 23 October 14
54. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
30
Thursday 23 October 14
55. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
31
Thursday 23 October 14
56. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
32
Thursday 23 October 14
57. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
33
Thursday 23 October 14
58. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
34
Thursday 23 October 14
59. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
35
Thursday 23 October 14
60. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
36
Thursday 23 October 14
61. Forretningsprocesser og agil IT-udvikling
ACM Teknologier Standarder
• Dynamic Condition Response (DCR) Graphs
udviklet på IT Universitetet i København i
projekter sammen med Resultmaker og
Exformatics
• Case Management Model and Notation (CMMN)
www.omg.org/spec/CMMN/1.0/
PlanItems: Task, EventListener, Milestone
Dependencies (entry exit criteria)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
37
Thursday 23 October 14
62. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Udfordringer
38
Thursday 23 October 14
63. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
64. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
• Proces-design af brugere (end-user development)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
65. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
• Proces-design af brugere (end-user development)
• Proces-adaptation (live development)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
66. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
• Proces-design af brugere (end-user development)
• Proces-adaptation (live development)
• Værdi- og performance-analyse
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
67. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
• Proces-design af brugere (end-user development)
• Proces-adaptation (live development)
• Værdi- og performance-analyse
• Tvær-organisatoriske processer
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
68. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
• Proces-design af brugere (end-user development)
• Proces-adaptation (live development)
• Værdi- og performance-analyse
• Tvær-organisatoriske processer
• Korrekthed og Sikkerhed
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
69. Forretningsprocesser og agil IT-udvikling
Udfordringer
• Forståelighed, Usability, Kommunikation
• Proces-design af brugere (end-user development)
• Proces-adaptation (live development)
• Værdi- og performance-analyse
• Tvær-organisatoriske processer
• Korrekthed og Sikkerhed
• Implementation
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
38
Thursday 23 October 14
70. Forretningsprocesser og agil IT-udvikling
Nuværende aktiviteter
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
39
Thursday 23 October 14
71. Forretningsprocesser og agil IT-udvikling
Nuværende aktiviteter
• Nyt tværfagligt Velux-forskningsprojekt (KU, ITU CBS)
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
39
Thursday 23 October 14
72. Forretningsprocesser og agil IT-udvikling
Nuværende aktiviteter
• Nyt tværfagligt Velux-forskningsprojekt (KU, ITU CBS)
• EU Netværk og forskning i adaptive koreografier og
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
protokoller for distribuerede systemer
39
Thursday 23 October 14
73. Forretningsprocesser og agil IT-udvikling
Nuværende aktiviteter
• Nyt tværfagligt Velux-forskningsprojekt (KU, ITU CBS)
• EU Netværk og forskning i adaptive koreografier og
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
protokoller for distribuerede systemer
• Big Data “Process Mining”
39
Thursday 23 October 14
74. Forretningsprocesser og agil IT-udvikling
Nuværende aktiviteter
• Nyt tværfagligt Velux-forskningsprojekt (KU, ITU CBS)
• EU Netværk og forskning i adaptive koreografier og
protokoller for distribuerede systemer
• Big Data “Process Mining”
• Grav processer og best-practice frem fra
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
hændelsesloggen ?
39
Thursday 23 October 14
75. Forretningsprocesser og agil IT-udvikling
Nuværende aktiviteter
• Nyt tværfagligt Velux-forskningsprojekt (KU, ITU CBS)
• EU Netværk og forskning i adaptive koreografier og
protokoller for distribuerede systemer
• Big Data “Process Mining”
• Grav processer og best-practice frem fra
Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
hændelsesloggen ?
39
7.11.14 kl. 9.00-12.00
Hajo Reijers, VU Amsterdam
Effektor - Rehfeld
Process Mining
Thursday 23 October 14
76. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Mulige veje frem
40
Thursday 23 October 14
77. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Mulige veje frem
• Mini-projekter i IFFI og specialeprojekter
40
Thursday 23 October 14
78. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Mulige veje frem
• Mini-projekter i IFFI og specialeprojekter
• Erhvervsph.d.-, postdoc- og højteknologiprojekter
(Innovationsfonden)
40
Thursday 23 October 14
79. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Mulige veje frem
• Mini-projekter i IFFI og specialeprojekter
• Erhvervsph.d.-, postdoc- og højteknologiprojekter
(Innovationsfonden)
• European Industrial Doctorates (H2020)
40
Thursday 23 October 14
80. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Mulige veje frem
• Mini-projekter i IFFI og specialeprojekter
• Erhvervsph.d.-, postdoc- og højteknologiprojekter
(Innovationsfonden)
• European Industrial Doctorates (H2020)
• .....
40
Thursday 23 October 14
81. Thomas Hildebrandt, hilde@itu.dk
Adaptive Case Management
Har I mod på at samarbejde vedr.
problemer, cases og løsninger?
EU Horizon2020 ansøgning? Skriv til mig!
IT
UNIVERSITY
OF
COPENHAGEN
Forretningsprocesser og agil IT-udvikling
Mulige veje frem
• Mini-projekter i IFFI og specialeprojekter
• Erhvervsph.d.-, postdoc- og højteknologiprojekter
(Innovationsfonden)
• European Industrial Doctorates (H2020)
• .....
40
Thursday 23 October 14