Step-by-step tutorial showing how to turn BPMN process models designed by business analysts into executable processes deployable in a Business Process Management System. This tutorial was first given at the 11th International Conference on Business Process Management in Beijing, China on 29 August 2013. The tutorial is part of a series of lectures available at http://fundamentals-of-bpm.org
Business Process Model and Notation (BPMN)Peter R. Egli
Overview of Business Process Model and Notation (BPMN) language for modeling business processes.
When implementing business processes, there is usually a large gap between the business semantics (process, activity, participant, orchestration, choreography, data items etc.) and the technical implementation languages (REST, WSDL, transport protocol, message bus etc.). BPMN has the goal of bridging this gap by providing a standard notation for describing business processes plus a standard mapping of this notation into an executable description language like WSBPEL. The BPMN 2.0 standard even allows executing BPMN business models directly without the need of a translation.
The core notation elements of BPMN are flow objects to model activities and events, data objects to model pieces of information, connecting objects to model information and control flow, and swimlanes to model process participants. Four different diagram types allow the modeling of processes, process choreographies, collaboration between participants and conversations.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Business Process Model and Notation (BPMN)Peter R. Egli
Overview of Business Process Model and Notation (BPMN) language for modeling business processes.
When implementing business processes, there is usually a large gap between the business semantics (process, activity, participant, orchestration, choreography, data items etc.) and the technical implementation languages (REST, WSDL, transport protocol, message bus etc.). BPMN has the goal of bridging this gap by providing a standard notation for describing business processes plus a standard mapping of this notation into an executable description language like WSBPEL. The BPMN 2.0 standard even allows executing BPMN business models directly without the need of a translation.
The core notation elements of BPMN are flow objects to model activities and events, data objects to model pieces of information, connecting objects to model information and control flow, and swimlanes to model process participants. Four different diagram types allow the modeling of processes, process choreographies, collaboration between participants and conversations.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Business Process Monitoring and MiningMarlon Dumas
Lecture delivered at the Second Latin-American Summer School in Business Process Management, Bogota, Colombia, 28 June 2017 - http://ii-las-bpm.uniandes.edu.co/
A simple guide to learn what BPM is, why it’s important and how you can use it to help your organization.
For more information: info@boc-group.com
Try ADONIS for BPM:
https://www.boc-group.com/adonis/#test-it
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Fundamentals of Business Process Management - Tutorial at CAiSE'2018Marlon Dumas
Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
Introduction to Business Process Monitoring and Process MiningMarlon Dumas
Two-day course delivered at the Chinese Business Process Management (BPM) Summer School in Jinan, China, 23-24 August 2018. The course introduces a range of techniques, tools, and algorithms for process monitoring and mining.
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Visão Geral da Notação BPMN - Gestão por Processos (BPM)CompanyWeb
Como fazer seus diagramas de processos? Resposta BPMN. É a notação que virou padrão do mercado. Instituido pela OMG, hoje todos os principais players de mercado utilizam em suas ferramentas. Nesta apresentação você tem acesso a notação.
Introduction to Business Process Analysis and RedesignMarlon Dumas
Special course on business process analysis and design delivered at University of Granada on 23-24 January 2014. The course covers qualitative and quantitative process analysis techniques and redesign heuristics. Based on the textbook Fundamentals of Business Process Management by Dumas et al.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Business Process Monitoring and MiningMarlon Dumas
Lecture delivered at the Second Latin-American Summer School in Business Process Management, Bogota, Colombia, 28 June 2017 - http://ii-las-bpm.uniandes.edu.co/
A simple guide to learn what BPM is, why it’s important and how you can use it to help your organization.
For more information: info@boc-group.com
Try ADONIS for BPM:
https://www.boc-group.com/adonis/#test-it
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Fundamentals of Business Process Management - Tutorial at CAiSE'2018Marlon Dumas
Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
Introduction to Business Process Monitoring and Process MiningMarlon Dumas
Two-day course delivered at the Chinese Business Process Management (BPM) Summer School in Jinan, China, 23-24 August 2018. The course introduces a range of techniques, tools, and algorithms for process monitoring and mining.
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Visão Geral da Notação BPMN - Gestão por Processos (BPM)CompanyWeb
Como fazer seus diagramas de processos? Resposta BPMN. É a notação que virou padrão do mercado. Instituido pela OMG, hoje todos os principais players de mercado utilizam em suas ferramentas. Nesta apresentação você tem acesso a notação.
Introduction to Business Process Analysis and RedesignMarlon Dumas
Special course on business process analysis and design delivered at University of Granada on 23-24 January 2014. The course covers qualitative and quantitative process analysis techniques and redesign heuristics. Based on the textbook Fundamentals of Business Process Management by Dumas et al.
Measure, Metrics, Indicators, Metrics of Process Improvement, Statistical Software Process Improvement, Metrics of Project Management, Metrics of the Software Product, 12 Steps to Useful Software Metrics
Apromore: Advanced Business Process Analytics on the CloudMarlon Dumas
Tutorial delivered at the 16th International Conference on Business Process Management (BPM'2018), Sydney, Australia, 13 September 2018. The tutorial provides an introduction to process mining and predictive process monitoring using Apromore
Modern business drivers are continually pushing to reduce the time it takes to get a product or service to market, reduce the risk and cost associated with that, and to improve quality.
In laboratories, delivering an analytical result that’s ‘right first time’ (RFT) is the answer. There is no reprocessing data or re-running injections and no out of specification (OOS) results or reporting/calculation errors.
Using chromatography data system tools for RFT analysis automatically gives high quality of results and confidence in results, lower cost of analysis, improved lab efficiency, and faster release to market and return on investment (ROI).
Performance Management of IT Service Processes Using a Mashup-based ApproachCarlos Raniery
Performance Management of IT Service Processes Using a Mashup-based Approach - Thesis presentation
Hypothesis: The employment of mashups enhances the performance of human-centered ITSM processes
Are processes masquerading as projects hurting your businessBen Bradley
Not long ago, a significant amount of the work done within companies was simpler and a higher percentage of it tended to be fairly repetitive. Today, work featuring unstructured decision-making—knowledge work—accounts for 25% to 50% of all work, and this percentage is growing. The challenge is that while the work needed today has changed fairly radically, technology solutions had not adapted to the new environment—business process management (BPM) and project management solutions are really good at managing a predictable, repetitive world, but these solutions are not well-suited to business scenarios containing a lot of uncertainty and requiring unstructured decision-making in order to reach positive outcomes. Work-Relay is a powerful, easy-to-use platform for designing and deploying business processes of any level of complexity on the Salesforce.com platform. Includes the full spectrum of projects and processes, from fully automated to ad hoc.
Seminar given by Marco Montali on 31/05/2016 at the Department of Computer Science, University of Verona. Title: Data-aware business - balancing between expressiveness and verifiability.
manajemen komputer dan sistem informasi.HermanTusiadi
Architectural design digunakan untuk menggambarkan hubungan antar elemen struktural utama dari perangkat lunak, gaya arsitektur dan pola desain yang membantu mencapai tujuan dibuatnya suatu sistem. Menurut Mathiassen (2000, p197), Architectural design memiliki tujuan untuk menstrukturkan suatu sistem yang menggunakan komputerisasi. Desain ini sangat mempengaruhi dalam seberapa baik suatu sistem, seperti dalam kecepatan, keamanan, dan kemudahan dalam dimodifikasi.
Arsitektur berfungsi sebagai ‘Blue Print’ untuk suatu sistem. Ini memberikan abstraksi untuk mengelola kompleksitas sistem dan membangun mekanisme komunikasi dan koordinasi antar komponen. Ini mendefinisikan solusi terstruktur untuk memenuhi semua persyaratan teknis dan operasional, sambil mengoptimalkan atribut kualitas umum seperti kinerja dan keamanan.
Architectural design digunakan untuk menggambarkan hubungan antar elemen struktural utama dari perangkat lunak, gaya arsitektur dan pola desain yang membantu mencapai tujuan dibuatnya suatu sistem. Menurut Mathiassen (2000, p197), Architectural design memiliki tujuan untuk menstrukturkan suatu sistem yang menggunakan komputerisasi. Desain ini sangat mempengaruhi dalam seberapa baik suatu sistem, seperti dalam kecepatan, keamanan, dan kemudahan dalam dimodifikasi.
Arsitektur berfungsi sebagai ‘Blue Print’ untuk suatu sistem. Ini memberikan abstraksi untuk mengelola kompleksitas sistem dan membangun mekanisme komunikasi dan koordinasi antar komponen. Ini mendefinisikan solusi terstruktur untuk memenuhi semua persyaratan teknis dan operasional, sambil mengoptimalkan atribut kualitas umum seperti kinerja dan keamanan.
Lebih lagi, ini melibatkan serangkaian keputusan penting tentang organisasi yang terkait dengan pengembangan perangkat lunak dan masing-masing keputusan ini dapat memiliki dampak yang besar pada kualitas, pemeliharaan, kinerja, dan keberhasilan keseluruhan produk akhir. Keputusan-keputusan ini terdiri dari :
Keputusan arsitektur selaras dengan tujuan bisnis.
Gaya arsitektur memandu organisasi.
Komposisi elemen struktural dan perilaku ini menjadi subsistem
Pemilihan elemen struktural dan antarmuka mereka yang digunakan
Perilaku sebagaimana ditentukan dalam kolaborasi antara elemen-elemen
Kenapa software architecture penting?
Arsitektur menjadi kerangka sebuah sistem
Setiap sistem memiliki sebuah arsitektur, secara sadar atau pun tidak sadar pengembang memilihnya. Setiap arsitektur memiliki keunggulannya masing-masing. Oleh karena itu kita harus memilih kerangka yang sesuai.
Arsitektur mempengaruhi quality attributes
Quality attributes adalah properti yang terlihat secara eksternal, berupa security, usability, latency atau modifiability. Kerangka yang berbeda dapat mempermudah ataupun mempersulit dalam menangani suatu permasalahan. Dengan demikian memiliki arsitektur yang tepat dapat mempermudah kita dalam mencapai kualitas yang diinginkan
Sebagian arsitektur adalah ortogonal terhadap fungsionalitas.
Hal ini mungkin untuk
Business Process Analytics: From Insights to PredictionsMarlon Dumas
Keynote talk at the 13th Baltic Conference on Databases and Information Systems, Trakai, Lithuania, 2 July 2018.
Abstract
Business process analytics is a body of methods for analyzing data generated by the execution of business processes in order to extract insights about weaknesses and improvement opportunities, both at the tactical and operational levels. Tactical process analytics methods (also known as process mining) allow us to understand how a given business process is actually executed, if and how its execution deviates with respect to expected or normative pathways, and what factors contribute to poor process performance or undesirable outcomes. Meantime, operational process analytics methods allow us to monitor ongoing executions of a business process in order to predict future states and undesirable outcomes at runtime (predictive process monitoring). Existing methods in this space allow us to predict, for example, which task will be executed next in a case, when, and who will perform it? When will an ongoing case complete? What will its outcome be and how can negative outcomes be avoided? This keynote will present a framework for conceptualizing business process analytics methods and applications. The talk will provide an overview of state-of-art methods and tools in the field and will outline open challenges and research opportunities.
Modern business drivers are continually pushing to reduce the time it takes to get a product or service to market, reduce the risk and cost associated with that, and to improve quality.
In laboratories, delivering an analytical result that’s ‘right first time’ (RFT) is the answer. There is no reprocessing data or re-running injections and no out of specification (OOS) results or reporting/calculation errors.
Using chromatography data system tools for RFT analysis automatically gives high quality of results and confidence in results, lower cost of analysis, improved lab efficiency, and faster release to market and return on investment (ROI).
Webinar - The continuous improvement cycle of business processesAuraQuantic
The goal of this webinar is to offer a clear, up-to-date view of the five stages of a Process Life Cycle:
1. Modelling
2. Simulation
3. Execution
4. Monitoring
5. Optimization
Which naturally generate the culture of Continuous Improvement in any organization.
The course is based on the following topics:
Theory: covering all the concepts shown in the agenda.
Practical view using a Real Case, see the whole cycle: the creation of the Process Model, its actual execution, control of the executed process by continuous Monitoring and its systematic Optimization for Continuous Improvement.
Agenda
1. Creation of the process models.
2. Execution of day-to-day processes.
3. Monitoring (Observation, Control and Analysis of the Execution results).
4. Continuous Improvement.
5. Practical Example of the whole Cycle:
Building a process model diagram.
Creating the process Model.
Immediately executing the process without any programming.
Watching the Monitoring of the running process.
Modifying the running process for its Optimization.
In part two of our RPA webinar series Eric Liebross, Auxis Senior VP of Back Office Optimization, presents “Diving into RPA”. This presentation focuses on:
• How to effectively identify, evaluate and prioritize the RPA opportunities in your organization?
• Who are the major software vendor providers in the market? How do they compare?
• What are the new skills and capabilities needed to implement and support RPA?
• What are your deployment model options? - internally vs. robotics as a service
• How to embrace your workforce?
We hope you find the highlighted information in this presentation useful for your RPA initiatives.
View the live demo here: https://www.auxis.com/rpa-demo
How GenAI will (not) change your business?Marlon Dumas
Not all new technology waves are the same. Some waves are vertical (3D printing, digital twins, blockchain) while others are horizontal (the PC in the 80s, the Web in the 90s). GenAI is a horizontal wave. The question is not if GenAI will impact my business, but what will be the scope of this impact. In this talk, we will go through a journey of collisions: GenAI colliding with customer service, clerical work, information search, content production, IT development, product design, and other knowledge work. A common thread to understand the impact of GenAI is to distinguish between descriptive use cases (search, summarize, expand, transcribe & translate) versus creative use.
Walking the Way from Process Mining to AI-Driven Process OptimizationMarlon Dumas
While generative AI grabs headlines, most organizations are yet to achieve continuous process improvement from predictive and prescriptive analytics.
Why? It’s largely about data, people, and a methodical approach to deploy AI to connect data and people. The good news is that if your organization has built a process mining capability, you are well placed to climb the ladder to achieve AI-driven process optimization. But to get there, you need a disciplined step-by-step approach along two tracks: a tactical management track and an operational management track.
First, it’s about predicting what will happen if you leave your process as-is, and what will happen if you implement a change in your process. At a tactical level, a predictive capability allows you to prioritize improvement opportunities. At an operational level, it allows you to predict issues, such as deadline violations. The challenges here are how to manage the inherent uncertainty of data-driven AI systems, and how to change your people and culture to manage processes proactively, rather than reactively. One thing is to deploy predictive dashboards, another entirely different thing is to get people to use them effectively to improve the processes.
Next, it’s about becoming preemptive: continuously optimizing your processes by leveraging streams of data-driven recommendations to trigger changes and actions. At the tactical level, this prescriptive capability allows you to implement the right changes to maximize competing KPIs. At the operational level, it means triggering interventions in your processes to “wow” customers and to meet SLAs in a cost-effective manner. The challenge here is how to help process owners, workers, and other stakeholders to understand the causes of performance issues and how the recommendations generated by the AI-driven optimization system will tackle those causes?
And finally, as an icing on the cake, generative AI allows you to produce improvement scenarios to adapt to external changes. Importantly, the transformative potential of generative AI in the context of process improvement does not come from its ability to provide question-and-answer interfaces to query data. It comes from its ability to support continuous process adaptation by generating and validating hypotheses based on a holistic view of your organization.
In this talk, we will discuss how organizations are driving sustainable business value by strategically layering predictive, prescriptive, and generative AI onto a process mining foundation, one brick at a time.
Industry keynote talk by Marlon Dumas at the 5th International Conference on Process Mining (ICPM'2023), Rome, Italy, 25 October 2023
Discovery and Simulation of Business Processes with Probabilistic Resource Av...Marlon Dumas
In the field of business process simulation, the availability of resources is captured by assigning a calendar to each resource, e.g., Monday-Friday 9:00-18:00. Resources are assumed to be always available to perform activities during their calendar. This assumption often does not hold due to interruptions, breaks, or because resources time-share across multiple processes. A simulation model that captures availability via crisp time slots (a resource is either on or off during a slot) does not capture these behaviors, leading to inaccuracies in the simulation output. This paper presents a simulation approach wherein resource availability is modeled probabilistically. In this approach, each availability time slot is associated with a probability, allowing us to capture, for example, that a resource is available on Fridays between 14:00-15:00 with 90% probability and between 17:00-18:00 with 50% probability. The paper proposes an algorithm to discover probabilistic availability calendars from event logs. An empirical evaluation shows that simulation models with probabilistic calendars discovered from event logs, replicate the temporal distribution of activity instances and cycle times of a process more closely than simulation models with crisp calendars.
This presentation was delivered at the 5th International Conference on Process Mining (ICPM'2023), Rome, Italy, October 2023.
The paper is available at: https://easychair.org/publications/preprint/Rz9g
Can I Trust My Simulation Model? Measuring the Quality of Business Process Si...Marlon Dumas
Business Process Simulation (BPS) is an approach to analyze the performance of business processes under different scenarios. For example, BPS allows us to estimate what would be the cycle time of a process if one or more resources became unavailable. The starting point of BPS is a process model annotated with simulation parameters (a BPS model). BPS models may be manually designed, based on information collected from stakeholders and empirical observations, or automatically discovered from execution data. Regardless of its origin, a key question when using a BPS model is how to assess its quality. In this paper, we propose a collection of measures to evaluate the quality of a BPS model w.r.t. its ability to replicate the observed behavior of the process. We advocate an approach whereby different measures tackle different process perspectives. We evaluate the ability of the proposed measures to discern the impact of modifications to a BPS model, and their ability to uncover the relative strengths and weaknesses of two approaches for automated discovery of BPS models. The evaluation shows that the measures not only capture how close a BPS model is to the observed behavior, but they also help us to identify sources of discrepancies.
Presentation delivered by David Chapela-Campa at the BPM'2023 conference, Utrecht, September 2023.
Business Process Optimization: Status and PerspectivesMarlon Dumas
For decades, business process optimization has been largely about art and craft (and sometimes wizardry). Apart from narrowly scoped approaches to optimize resource allocation (often assuming that workers behave like robots), a lot of business process optimization relies on high-level guidelines, with A/B testing for idea validation, which is hard to scale to complex processes. As a result, managers end up settling for a "good enough" process. Can we do more? In this talk, we review recent work on the use of high-fidelity simulation models discovered from execution data. The talk also explores the possibilities (and perils) that LLMs bring to the field of business process optimization.
This talk was delivered at the Workshop on Data-Driven Business Process Optimization at the BPM'2023 conference.
Learning When to Treat Business Processes: Prescriptive Process Monitoring wi...Marlon Dumas
Paper presentation at the 35th International Conference on Advanced Information Systems Engineering (CAiSE'2023).
Abstract.
Increasing the success rate of a process, i.e. the percentage of cases that end in a positive outcome, is a recurrent process improvement goal. At runtime, there are often certain actions (a.k.a. treatments) that workers may execute to lift the probability that a case ends in a positive outcome. For example, in a loan origination process, a possible treatment is to issue multiple loan offers to increase the probability that the customer takes a loan. Each treatment has a cost. Thus, when defining policies for prescribing treatments to cases, managers need to consider the net gain of the treatments. Also, the effect of a treatment varies over time: treating a case earlier may be more effective than later in a case. This paper presents a prescriptive monitoring method that automates this decision-making task. The method combines causal inference and reinforcement learning to learn treatment policies that maximize the net gain. The method leverages a conformal prediction technique to speed up the convergence of the reinforcement learning mechanism by separating cases that are likely to end up in a positive or negative outcome, from uncertain cases. An evaluation on two real-life datasets shows that the proposed method outperforms a state-of-the-art baseline.
Why am I Waiting Data-Driven Analysis of Waiting Times in Business ProcessesMarlon Dumas
Presentation of a research paper at the 35th International Conference on Advanced Information Systems Engineering (CAiSE) in Zaragoza Spain. The paper presents a classification of causes of waiting times in business processes and a method to automatically detect and quantify the presence of each of these causes in a business process recorded in an event log.
This talk introduces the concept of Augmented Business Process Management System: An ABPMS is a process-aware information system that relies on trustworthy AI technology to
reason and act upon data, within a set of restrictions, with the aim to continuously adapt and
improve a set of business processes with respect to one or more key performance indicators.
The talk describes the transition from existing process mining technology to AI-Augmented BPM as a pyramid, where predictive, prescriptive, conversational and reasoning capabilities are stacked up incrementally to reach the level of Augmented BPM.
Talk delivered at the AAAI'2023 Workshop on AI for Business Process Management.
Process Mining and Data-Driven Process SimulationMarlon Dumas
Guest lecture delivered at the - Institut Teknologi Sepuluh on 8 December 2022.
This lecture gives an overview of process mining and simulation techniques, and how the two can be used together in process improvement projects.
Modeling Extraneous Activity Delays in Business Process SimulationMarlon Dumas
This paper presents a technique to enhance the fidelity of business process simulation models by detecting unexplained (extraneous) delays from business process execution data, and modeling these delays in the simulation model, via timer events.
The presentation was delivered at the 4th International Conference on Process Mining (ICPM'2022).
Paper available at: https://arxiv.org/abs/2206.14051
Business Process Simulation with Differentiated Resources: Does it Make a Dif...Marlon Dumas
Existing methods for discovering business process simulation models from execution data (event logs) assume that all resources in a pool have the same performance and share the same availability calendars. This paper proposes a method for discovering simulation models, wherein each resource is treated as an individual entity, with its own performance and availability calendar. An evaluation shows that simulation models with differentiated resources more closely replicate the distributions of cycle times and the work rhythm in a process than models with undifferentiated resources. The paper is available at: https://link.springer.com/chapter/10.1007/978-3-031-16103-2_24
Prescriptive Process Monitoring Under Uncertainty and Resource ConstraintsMarlon Dumas
This paper presents an approach to trigger runtime interventions at runtime, in order to improve the success rate of a process, when the number of resources who can perform these interventions is limited.
The paper is available at: https://link.springer.com/chapter/10.1007/978-3-031-16171-1_13
The presentation delivered at the 20th International Conference on Business Process Management (BPM'2022), in Muenster, Germany, September 2022.
Slides of a lecture delivered at the First Process Mining Summer School in Aachen, Germany, July 2022.
This lecture introduces techniques in the area of "task mining" with an emphasis on Robotic Process Mining. Robotic Process Mining (RPM) is a family of techniques to discover repetitive routines that can be automated using Robotic Process Automation (RPA) technology, by analyzing interactions between
one or more workers and one or more software applications, during the performance of one or more tasks in a business process. In general, RPM techniques take as input logs of User Interactions (UI logs). These UI logs are recorded while workers interact with one or more applications, typically desktop applications. Based on these logs, RPM techniques produce specifications of one or more routines that can be automated using RPA or related tools.
Accurate and Reliable What-If Analysis of Business Processes: Is it Achievable?Marlon Dumas
In this talk, I discuss the problem of how to discover simulation models that can be used to, accurately and reliably, predict the impact of a change on a business process, e.g. what-if we automate an activity? what-if 10% of our workers become unavailable? I focus on recent approaches that exploit the availability of data in enterprise systems to address this question.
Learning Accurate Business Process Simulation Models from Event Logs via Auto...Marlon Dumas
Paper presentation at the International Conference on Advanced Information Systems Engineering (CAiSE).
This paper presents an approach to automatically discover business process simulation models from event logs by combining process mining and deep learning techniques.
Paper available at: https://link.springer.com/chapter/10.1007/978-3-031-07472-1_4
Process Mining: A Guide for PractitionersMarlon Dumas
Paper presentation delivered at the Research Conference on Challenges in Information Science (RCIS 2022). The paper studies the following questions:
1) What are the most common use cases for process mining methods?
2) What business questions do process mining methods address?
Paper available at:
https://link.springer.com/chapter/10.1007/978-3-031-05760-1_16
Process Mining for Process Improvement.pptxMarlon Dumas
Presentation of a research paper at the 16th International Conference on Research Challenges in Information Science (RCIS). The paper presents the results of an empirical study on how practitioners use process mining to identify business process improvement opportunities. The paper is available at: https://link.springer.com/chapter/10.1007/978-3-031-05760-1_13
Data-Driven Analysis of Batch Processing Inefficiencies in Business ProcessesMarlon Dumas
Slides of a research paper presentation at the 16th International Conference on Research Challenges in Information Science (RCIS).
The research paper presents an approach to analyze event logs of business processes in order to identify batched activities and to analyze the waiting times caused by these activities.
Paper available at: https://link.springer.com/chapter/10.1007/978-3-031-05760-1_14
Optimización de procesos basada en datosMarlon Dumas
Ponencia en BPM Day Lima 2021.
En esta charla, hablaremos de métodos y aplicaciones emergentes en el ámbito de la optimización de procesos basada en datos. Hablaremos de avances en el área de la minería de procesos, de métodos de construcción de gemelos digitales de procesos y de métodos de monitoreo predictivo. Mostraremos por medio de ejemplos y casos de estudio, cómo estos métodos permiten guiar las iniciativas de transformación digital y de mejora continua de procesos, En particular, ilustraremos el uso de estos métodos para: (1) analizar el rendimiento de los procesos de negocio de manera a identificar fricciones y oportunidades de automatización; (2) predecir el impacto de cambios, y en particular, predecir el impacto de una iniciativa de automatización; (3) realizar predicciones sobre el rendimiento del proceso y ajustar la ejecución del proceso de manera a prevenir incumplimientos del SLA, quejas de clientes, y otros eventos indeseables.
Process Mining and AI for Continuous Process ImprovementMarlon Dumas
Talk delivered at BPM Day Rio Grande do Sul on 11 November 2021.
Abstract.
Process mining is a technology that marries methods from business process management and from data science, to support operational excellence and digital transformation. Process mining tools can transform data extracted from enterprise systems, into visualizations and reports that allow managers to improve organizational performance along different dimensions, such as efficiency, quality, and compliance. In this talk, we will give an overview of the capabilities of process mining tools, and we will illustrate the benefits of process mining via several case studies in the fields of insurance, manufacturing, and IT service management.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
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From Conceptual to Executable BPMN Process Models A Step-by-Step Method
1. Queensland University of Technology – University of Tartu
m.larosa@qut.edu.au, marlon.dumas@ut.ee
From Conceptual to Executable
BPMN Process Models
A Step-by-Step Method
2. What’s this tutorial about?
2
Conceptual process model Executable process model
ATAMO*
* “And Then A Miracle Occurs”
3. 1. BPM practitioners seeking to bridge
business – IT
2. BPM instructors / teachers
3. Business process modeling and automation
researchers
Basic knowledge of BPMN assumed
Who’s this tutorial for?
5. Process
identification
Conformance and
performance insights
Conformance and
performance insights
Process
monitoring and
controlling
Executable
process
model
Executable
process
model
Process
implementation To-be process
model
To-be process
model
Process
analysis
As-is process
model
As-is process
model
Process
discovery
Process architectureProcess architecture
Process
redesign
Insights on
weaknesses and
their impact
Insights on
weaknesses and
their impact
The BPM Lifecycle (revisited)
5
7. Conceptual “to-be” process models
• are made by domain experts
• provide a basis for communication
amongst relevant stakeholders
• must be understandable
• must be intuitive and may leave room for
interpretation
• contain purely a relevant set of process
information
Executable process models
• are made by IT experts
• provide input to a process
enactment system - BPMS
• must be machine readable
• must be unambiguous and should
not contain any uncertainties
• contain further details that are only
relevant to implementation
The result: two sides of the story
8
“to-be executed”
process model
8. Bridging the gap: one task at a time
1. Identify the automation boundaries
2. Review manual tasks
3. Complete the process model
4. Adjust task granularity
5. Specify execution properties
9
Part I
Part II
Adapted from teaching material of Remco Dijkman, TU/e.
11. 1. Identify the automation boundaries
Principle: not all processes can be automated.
-> Start by identifying each task’s type:
Automated tasks User tasks
21
Manual tasks
3
12
12. In BPMN: specify task markers
Automated tasks
13
User task Manual task
14. 2. Review manual tasks
Principle: if it can’t be seen by the BPMS, it doesn’t exist.
-> Find ways to support manual tasks via IT:
• via user task
• via automated task
-> Isolate them and automate the rest
15
17. Prescription fulfillment process:
• Once the prescription passes the insurance check, it
is assigned to a technician who collects the drugs
from the shelves and puts them in a bag with the
prescription stapled to it.
• After that, the bag is passed to the pharmacist who
double-checks that the prescription has been filled
correctly.
• After this quality check, the pharmacist seals the
bag and puts it in the pick-up area.
• When a customer arrives to pick up their
prescription, a technician retrieves the prescription
and asks the customer for their payment.
Assume the pharmacy system automates this
process. Identify the type of each task and link
manual tasks to the system.
Quiz: let’s consider this process fragment
19. • Physical data objects
• Messages bering physical data objects
• Data stores (both physical and electronic)
• Pools & lanes
• Text annotations
Remove or neglect, depending on BPMS
BPMN elements irrelevant for execution
20
20. 3. Complete the process model
Principle: exceptions are the rule.
-> Add exception handlers
Principle: no data = no decisions, no tasks handover.
-> Specify all electronic business objects
21
It happed for real!
23. 4. Adjust task granularity
Principle: BPMSs add value if they coordinate handovers of
work between resources.
-> Aggregate any two consecutive tasks assigned to the
same resource
-> Refine tasks that are too coarse-grained
24
24. Look around
25
Candidate tasks for aggregation may not necessarily be
consecutive due to a sub-optimal order of tasks in the
conceptual model.
27. Sales process at a B2B service provider:
1) Identify tasks type
2) Review manual tasks
3) Complete the process model
4) Adjust task granularity
Quiz: let’s consider this process model
28
32. Queensland University of Technology, University of Tartu
m.larosa@qut.edu.au, marlon.dumas@ut.ee
Part II: the “last mile”
33. Bridging the gap: one task at a time
1. Identify the automation boundaries
2. Review manual tasks
3. Complete the process model
4. Adjust task granularity
5. Specify execution properties
34
34. 5. Specify execution properties
-> Process variables, messages, signals, errors
-> Task and event variables and their mappings to process
variables
-> Service details
-> Code snippets
-> Participant assignment rules and user interface structure
-> Task, event and sequence flow expressions
-> BPMS-specific: work queues, forms, connectors…
37. Process modeling tool
• To create and modify executable process models (by specifying
execution properties)
• To store and retrieve automation solutions from a process
model repository
• May import from conceptual process modeling tools
39
39. Execution Engine
• Instantiates executable process models (also called “cases”)
• Orchestrates distribution of work items to process participants
and software services in order to execute a business process
from start to end
• Logs execution data
41
40. Worklist Handler
• Imagine it as an “inbox”
• Offers work items to process participants and allows
participants to commit to these work items
• Handles participants’ work queues and work item priorities
• May provide social network capabilities
42
42. Administration & Monitoring Tools
• To manage automation solutions
• To configure access to system components
• To monitor participants availability and performance of
process cases
44
43. Example monitoring & administration tools
45
IBM BPM Process Admin Console
IBM BPM Process Portal
Perspective BPMOne
44. External Services
• Expose a service interface with which the engine can interact
• The engine provides the invoked service with the necessary
data it will need to perform the activity for a specific case
• Examples: rules engine, email or Twitter notification, DB
connector, CRM connector…
46
47. BPMS Landscape
51
Big vendors
• IBM BPM
• Oracle BPMS
• Microsoft
BizTalk, Wf
• SAP NetWeaver
BPM
• Software AG
webMethods
• Pagaystems
PegaRULES
Other
closed-source
• Appian BPMS
• BizAgi BPM Suite
• Bosch inubit
Suite
• OpenTex tBPM
• Perceptive
BPMONe
• Progress Savvion
• TIBCO
ActiveMatrix
BPM
Commercial
open-source
• Bonita Open
Solution
• Camunda Fox
• Intalio|BPM
• JBoss jBPM
Community
open-source
• Shark
• YAWL
48. BPMS classification according to BPMN support
1. Pure BPMN: (re)designed from the ground up to
follow the spec to the letter
• IBM BPM, Appian BPMS, Camunda Fox
2. Adapted BPMN: use a BPMN skin but rely on
internal representation – predate BPMN
• Bonita Open Solution, BizAgi BPM Suite
3. Non BPMN: proprietary language and semantics
• Bosch inubit Suite, BPMOne, YAWL
52
50. Cheat sheet
1. Control flow
2. Data flow
3. Resources
> specify sequence flow expressions…
> specify data types and data mappings
> specify participants assignment rules, service details...
57
ERP
Senior Finance Officer
Finance
Department
Check
Invoice
Mismatches
Enter
Invoice
Details
mismatch
exists
no
mismatches
Block
Invoice
Invoice
received
Invoice
posted
Post Invoice
Invoice
blocked
Invoice InvoiceReport
InvoiceInvoice DB
51. • Long-awaited BPM textbook
• Covers the entire BPM lifecycle
• Running examples & questions
• 100+ exercises with and
without solutions
• Based on BPMN
• Available as Springer eBook,
Apple iBook, Amazon…
• Chinese translation coming
soon
Want to know more?
53. Queensland University of Technology, University of Tartu
m.larosa@qut.edu.au, marlon.dumas@ut.ee
That’s it!
Editor's Notes
Here we could show the initial conceptual process model (“where we start from”) and then a bunch of forms and performance indicators (“where we are heading” - to symbolize the model being automatically executed). We can use this slide to explain the basic notions of executable process models (e.g. tasks automatically dispatched, orchestration, automated and manual tasks etc.)Introduce BPMS, show how this can be automated (maybe with animation)
However, as in any maturation processes, there is a point where one has to put order in the variety of approaches, techniques and tools there exist. And this is also the case for BPM (And BPM is not exempt from this). In fact, if we look at something as simple as the BPM lifecycle, we realize there’s indeed a plethora of approaches available out there. Some model the lifecycle in 4 steps, some in 5, some go a bit overboard with 8 steps etc. And I’m sorry for those vendors whose lifecycles didn’t make it into this slide, but you need to blame google, not me ;-)
Inspired by this message, one year ago we decided to survey the plethora of approaches, methods and techniques available in BPM and write this book (which builds upon) distil a comprehensive, yet succinct BPM methodology, which is the focus of this book “Fundamentals of BPM”. A methodology that would embrace the whole BPM lifecycle (without skipping any phase – in fact there are many valueable books that only focus on certain phases of the lifecycle), starting from the very beginning: process identification, through to process monitoring and controlling. Trying to strike a good balance between IT and management aspects, and would identify clear deliverables for each step of the lifecycle, by providing concrete, hands-on techniques to achieve these. For example, how I do I build a process architecture, how do I go about modeling a business process, how many discovery methods there exists, now that I have my model, what can I do with that etc.No change management, process implementation only focuses to process automation.
Stress that this is achieved via a BPMS and that it’s not necessarely a refinement, it’s rather an incremental transformation
As a BPM practitioner, typically you are only exposed to a part of the BPM lifecycle: for example, as an analyst, you might have had to deal with documenting business processes, or a manager, you might have had to deal with BPM strategy development, but sincerely you got no clue how to draw a BPMN diagram. And as we know, different perspectives on the same subject-matter, if kept in isolation, can impact the understanding and eventually the outcomes of an initiative, especially in the context of BPM where both business and IT play an importantly equal role.in BPM there exist two ways of looking at a same problem: from a more strategic perspective and from a more technological perspective. The first follows the “I want to…” paradigm, and it’s the usual point of views of managers and business analysts that require new features to be delivered and certain performances to be achieved. The second follows more the “I can provide…” paradigm, in which it is the technology to drive the development of new business processes.This dichotomy to approach a problem leads to two different types of process models…
Conceptual vs to-be-executed and executableAdd “to-be-executed model” as a bridge between the conceptual and executable process model
Let’s see how we can achieve that. We propose a five-step method whereby we incrementally transform the conceptual process model in order to obtain an executable counterpart of this. First, we [read steps]. At the end of step 4 we obtain the “to-be-executed” model, which in final step gets finally transformed into the fully executable process model, by specifying execution properties. This method is inspired from teaching material of Remco Dijkman.Outline: we will cover the first four steps, until we obtain the to-be-executed pm in Part I of this tutorial. After the break, in Part II, we will cover the “last mile”.
We have to be honest about that. Not all processes can be automated. So we need to start by… We can distinguish between automated tasks, i.e. those tasks that can executed by an external application or internally to the BPMS, for example checking the stock availability through an ERP system or retrieving a document from a DMS, user tasks, those tasks where process participants need to provide input to the process, typically via the use of web forms, and finally manual tasks, those which are entirely manual, such as retrieving a product from the warehouse
Identify automated, manual and user tasks:Manual tasks are marked with a hand iconUser tasks are marked with a user icon (scheduled in worklist) Automated tasks are subtyped in BPMN:script (script marker), if the task executes some code (the script) internally to the BPMS. This task can be used when the functionality is simple and does not require access to an external applicationservice (wheels marker), if the task is executed by an external application, which exposes its functionality via a service interfacesend (filled envelope marker), if the task sends a message to an external servicereceive (empty envelope marker), if the task waits for a message from an external service
Once we have identified each task’s type, and so the automation boundaries, we can review each manual task to see whether we can automate them or we have to isolate them. Here the principle is: …Where the nice looking woman gets a notification on her mobile device to go and pick up the box from the shelf, and once she is done she scans the barcode of the product so that an automatic notification is sent back to the BPMS, which now knows it can move on
Isolate manual tasks (use Example 9.1 – student admission process)
Isolate manual tasks (use Example 9.1 – student admission process)
Exercise 9.8If therea are any manual tasks, find a way to hook them to the pharmacy system.One way of modeling this fragment is by defining the following tasks: “Check insurance”, “Collect drugs from shelves”, “Check quality”, “Collect payment” (triggered by the arrival of the customer), and finally “Retrieve prescription bag”. Assume the pharmacy system automates the prescription fulfillment process. Identify the type of each task and if there are any manual tasks, specify how these can be linked to the pharmacy system.Task “Check insurance” can be automated through a service that determines the amount of the co-payment based on the details of the prescription and on the customer’s insurance policy.Tasks “Collect drugs from shelves” and “Check quality” are manual tasks. These tasks can be implemented as user tasks in the automated process. To do so, the pharmacy technician who collects the drugs, and the pharmacist who quality-checks the prescription and seals the bag, should have a convenient mechanism to signal the completion of these activities to the BPMS. This could be achieved by putting in place a system based on barcode scans to track prescriptions. For example, the technician would see a list of prescriptions to be filled from their worklist. They would then pick up one of the prescriptions and the system would associate the prescription to a new barcode which is printed on an adhesive label. The technician would then attach the label to a bag, collect the drugs and put them in a bag, and when done, they would scan the barcode from the label to record that the prescription has been fulfilled. This signals the completion of task “Collect drugs from shelves” to the pharmacy system. In turn, it generates a new work item of task “Check quality” in the pharmacist’s worklist. The pharmacist can then quality-check the prescription and scan the barcode again.Task “Collect payment” is also a manual task. This task could be implemented as a service task whereby the pharmacy system would push the task of collecting the payment for a prescription to a Point-of-Sale (POS) system and expect the POS system to indicate that the payment has been collected. The pharmacy technician would interact with the POS system once the customer arrives, but this interaction is outside the scope of the pharmacy system. The pharmacy system merely pushes work to the POS system and waits for completion.The description of the process implicitly refers to a manual task whereby the pharmacist seals the bag and puts it into the pick-up area. However, this “Seal bag” task is not included in the executable process model. Instead, this task is integrated into the “Check quality” task. In other words, at the end of the quality check, the pharmacist is expected to seal the bag if the prescription is ready and drop the bag in the pick-up area.Task “Retrieve prescription bag” is also manual but there is no value in automating it in any way. So this task is left out of the executable process model, which completes once the payment has been made.
There are a few further elements besides manual tasks that are irrelevant for execution and that as such could potentially be removed or are actually not tolerated by the BPMS. These are:Data stores are not interpreted since the BPMS assumes the existence of an external service that can communicate with the data store, e.g. an Inventory information service that can access the warehouse DB in our example. In general, databases are accessed via DB adapters, e.g. a MySQL Adapter. So the BPMS will interface with these services rather than with the data store directly. Still, at the conceptual level, it may be relevant to explicitly represent the data store.Pools and lanes, you would be surprised, but are discarded by BPMSs. This is because they capture coarse-grained resource assignments, e.g. activity “Confirm order” is done within the sales department. When it comes to execution, we need to define resource assignments for each task and capturing this information via dedicated lanes (potentially one for each task) will just make the diagram too cluttered.Some BPMSs tolerate the presence of these non-executable elements too. If this is the case, we suggest to leave these elements in. Especially pools, lanes, message flows bearing electronic objects, electronic data stores and annotations will guide us in the specification of some execution properties. For example, the Sales lane in the order fulfillment model tells us that the participant to be assigned task “Confirm order” has to be from the sales department. Other BPMS modeling tools do not support these elements, so it is not even possible to represent them in the diagram.
Process exceptions happen all the time and for as intelligent as a modern system can be, it can never foresee exceptions, which we need to implement, though it doesn’t need to be done all at once, it can be done in stages.Tech-related exceptions: system crash, network outage, service unavailability, data mismatchBus-related: product discontinuation, order cancelation, out-of-stock itemsBAs legitimately think it’s not relevant for communication purposes, they assume it’s common knowledge or they are not (fully) aware of it.So first we need to Check for coverage of exceptions. Then we need to Specify all electronic data objects and split conditions
So first we need to Check for coverage of exceptions. Then we need to Specify all electronic data objects and split conditions
And there is virtually no limit to the number of exceptions we can capture in a model – it depends on how sophisticated is our system to be able to handle such exceptions.In other words, the more exceptions we add, the more robust the solution will be.
There is not necessarilya 1-1 mapping between tasks in a conceptual process model and those in the executable counterpart. Principle: a BPMS is intended to coordinate and manage handovers of work between multiple resources (human or non-human). Accordingly, two or more consecutive tasks are candidate for aggregation. If this was the case, the BPMS would not add any value as it would not manage any handover of work Similarly, if an activity requires more than one resource to be executed, it is too coarse-grained and thus needs to be refined.Aggregation: Enter customer name, enter customer policy number and enter damage details into Enter claim, if performed by the same claims handlerRefinement: Enter and approve money transfer, typically performed by two different participants with the same role, financial officer, in order to enforce a separation of duties
Let’s consider this example in the context of a loan assessment process. A loan officer has to first…Then an automatic check of the home insurance requirements is performed by the BPMS,
Remember the student admission process?Let’s take a look at this subprocess “Verify degrees validity”…While these may be performed by the same admin clerk, we do want to report the completion of each task to the BPMS for the sake of monitoring the progress of the application, for example for auditability, also because there is typically some idle time between each task (e.g. after the documents have been posted and before receiving the results). It is also useful in this case to manage potential exceptions. For example, if the results aren’t received within a given timeframe, we can handle this delay with an exception handler attached to this task.
3 – add exception handlers and electronic data objects
Recap
So far we have obtained a “to-be-executed” process model. Up until this point, business analysts can be involved, so these first four steps are not a prerogative of technical staff. However, the last step is something that requires knowledge of the system and related technologies. In fact, in this step we need to specify:
Thus, in order to specify these properties, we first need to become familiar with the IT solutions that are available to perform this last step, i.e. to concretely automate the “to-be-executed” model that we have obtained so far. So let’s keep calm and take a step back.
THIS SLIDE MAY BE SKIPPEDGroupware systems: Enable users to share documents and informationE.g. IBM’s Lotus Notes. Ad-hoc workflow systems: Allow on-the-fly process definitionsE.g. TIBCO’s BusinessWorks or Comalatech’s Ad hoc Workflows or InConcertCase handling systems: No tight and complete specification of a business process in a model. Rather, implicit process models E.g. i-Sight’s Case Management Software or BPMOneProduction workflow systems: Work is routed strictly on the basis of explicitly defined process descriptions captured in process models.E.g. IBM’s Business Process Manager or Bizagi’s BPM Suite
External services, e.g. a business rules engine (sometimes available as an internal component)If the previous slide is skipped, this slide can simply be called “Typical architecture of a BPMS”
Focus on the interface to specify extra properties
TODO: add example with social network capabilities from Appian. Comment on social network capabilities of commercial worklist handlers
Resource constraints e.g. separation of duty
Legacy systems were not engineered with the purpose of being coordinated by a BPMS, thus it’s often hard to integrate with such systems, unless proper interfaces are built. Screen scraping (very low-level integration mechanism) is an option though it’s not very flexible – rigid solution.Stakeholders often have diverging performance objectivesOrganizational dynamism: processes tend to change continuosuly (new departments, new products, new projects…). A solution is to gradually introduce a BPMS rather than expecting it to replace the whole set of processes of an organization at once (“big bang” strategy).
A lot of choice. In large commercial projects, the engines on the left column are an option, since upfront licensing costs can be absorbed either by a project, or more frequently, by multiple projects (BPM program). It is worth noting that Microsoft offers two options: BizTalk which has a large number of integration features (all sort of adapters and integration tools), and Windows Workflow Foundation, which is more geared towards smaller projects.In smaller projects/companies, the other closed-source engines are an option. These compete with open-source solutions, among which we can clearly distinguish between commercial open-source (companies making revenue out of consultancy, training and branding), and community open-source.In this course we well use YAWL for 3 reasons: Very easy and relatively lightweight installation (both on Windows and Mac), and small footprint – Cf. YAWL4Study Quite advanced resource management features, good for illustrating various ways of assigning tasks to actors Freely available, no restriction
Adapted BPMN: can import from BPMN
Quickly describe each component, then show them in BizAgi. Alternatively, describe them one by one as you show them in BizAgi
Not sure where we should show this.
The story of the cover picture3 interpretations of the picture:Continuous improvementHands-on bookParadox, as BPM…