The document by Sandy Kemsley discusses business process modeling (BPM) and the integration of service-oriented architecture (SOA) to enhance organizational efficiency and adaptability. It outlines the importance of utilizing BPMN standards for effective communication of processes, the potential ROI from process innovation, and the implications of BPM on job roles and organizational change. The document emphasizes the collaborative nature of BPM and SOA in orchestrating business processes while addressing common challenges and strategies for successful implementation.

1. Business Process Modeling Sandy Kemsley Kemsley Design Ltd. www.column2.com

2. Agenda What’s in your processes? Process modeling notation/standards Modeling for ROI Changing processes = changing job roles

3. What’s in your processes?

4. Kicking it off Human intervention Scanned document External event Invoked as web service

5. Types of steps/tasks Human-facing: Transactional heads-down Occasional participant Collaboration System: Web service orchestration Legacy application integration Content management integration

6. Other considerations External participants Process monitoring Collecting analytics data Frequency of process/rule/staff changes

7. A short segue on BPM/SOA BPM: Management practice Tools for automating processes SOA: Architectural philosophy Design standards-based services to access system functionality

8. BPM and SOA Service A Service B Service C Service D Service E Legacy System Database ERP System Process Step 1 Process Step 2 Process Step 3 Process Step 4

9. BPM and SOA together BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPM SOA alone only allows you to design and build a set of services BPM alone would require custom coding for each system integration BPM + SOA orchestrates people and services into a business process

10. SOA in process modeling Discovering services What services already exist Whether existing services meet the needs Specifying services What new services need to be created What legacy functions need to be wrapped in services

11. Simulation and optimization Identify key performance indicators Estimate parameters: Arrivals Time per step Participants Cost per step Run and compare scenarios

12. Simulation example

13. Process modeling standards

14. Graphical notation standard BPMN (Business Process Modeling Notation) = diagramming standard for drawing business processes Method of communicating processes: Understandable by business users and unambiguous Reduces translation errors between business and IT Easy transition between tools

15. BPMN flow objects Event Activity Gateway

16. BPMN connecting objects Sequence flow Message flow Association

17. BPMN swimlanes Pool Lanes

18. BPMN artifacts Data object Group Annotation

19. BPMN example: exception handling

20. BPMN example: transaction

21. BPMN example: funds transfer

22. Modeling for ROI

23. Areas of process innovation Automational Informational Sequential Tracking Analytical Geographical Integrative Intellectual Disintermediating Source: Process Innovation, Thomas H. Davenport, 1992

24. Improve efficiencies Automate manual work steps Directly integrate data between systems Provide process monitoring and control Automate process statistics gathering and analysis

25. Cut out the middle man Provide customer self-service to initiate processes Provide process visibility to customer

26. Location, location, location Share redundant processes between business units Identify steps that can be completed in isolation Automate escalation and handoffs Allow remote work

27. ROI: reduce costs Reduce manual tasks Reduce error rates Allow customer self-service Reduce compliance costs Reduce time to implement changes Reduce functional redundancy Allow outsourcing

28. ROI: increase competitive advantage Reduce time to market Reduce end-to-end cycle time Improve customer service Increase capacity Improve decision-making

29. Calculating ROI Baseline the “as-is” process Model and simulate “to-be” process Select relevant ROI metrics Select ROI calculation method Calculate best and worst case scenarios

30. Common ROI pitfalls Increased capacity does not guarantee increased revenue Cost reduction may require FTE reductions Providing self-service does not guarantee that customers will use it Remote work and outsourcing can have hidden costs

31. Classify BPM ROI potential Increased agility to business changes Optimized operational efficiency Process standards compliance Shortened process cycle times Better information for decision-making Reduced complexity of integrating people, processes and existing systems

32. Changing job roles

33. BPM supports changing roles Support for change management initiatives Model the new organization Simulate and optimize changes Measure results Enabling more rapid changes Overarching process orchestration and governance Real-time view of organizational processes Agile, business-driven changes

34. BPM causes role changes Business function concerns and benefits: Workers Concerns: job loss Benefits: better job and training Supervisors Concerns: loss of control Benefits: improved team and work management Managers Concerns: failure to achieve ROI Benefits: improved visibility and performance

35. Overcoming change resistance Communication of plans and impacts Involvement in process modeling Demonstration of new technologies Smaller “quick hit” before tackling radical reengineering

36. Summary Dissecting your process BPMN ROI BPM and role changes

37. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com