In this session at Oracle OpenWorld 2013 in San Francisco SOA Architect Sven Bernhardt & Project Manager Benjamin Huskic of OPITZ CONSULTING Deutschland GmbH explained how BPM works in a real-world Fortune Global 500: Top 50 company with several independent projects. Learn how to avoid pitfalls and how cross-team synergies can be generated with reusable modules and patterns. The presentation introduces the architectural blueprint that enabled it to be flexible enough to integrate already existing components and presents concrete figures on the time and money benefits it was able to generate. According to the company, “…the efficiency enhancement, achieved by synergies and reusability, in the area of process modeling occurred as fully expected.” Session held on 25th of September. - About us: OPITZ CONSULTING is a leading project specialist for custom-build applications and individual business intelligence solutions in the German market. The company's ambition is to help organizations to be better than their competitors. To achieve this OPITZ CONSULTING analyses the individual competitive edge the customer has, optimizes business processes for process automation and IT-support, chooses and designs appropriate system architectures, develops and implements solutions and guarantees a 24/7 support and application maintenance. To ensure the necessary skill and qualification OPITZ CONSULTING has established a training center for customers and the internal staff. Since 1990 over 600 customers have a long lasting and successful business relationship with OPITZ CONSULTING. Over 2/3 of the German stock index (DAX) companies rely on services from the 400+ OPITZ CONSULTING consultants. OPITZ CONSULTING maintains offices in Bad Homburg, Berlin, Essen, Gummersbach, Hamburg, Munich, Nuremberg and Kraków (Poland). About us: http://www.opitz-consulting.com/en/about_us Services: http://www.opitz-consulting.com/en/leistungsangebot Career: http://www.opitz-consulting.com/en/career

1. San Francisco, 25.09.2013 © 2013 OPITZ CONSULTING Deutschland GmbH
Business Process Management
How Enterprise HR Processes Succeed
with Oracle BPM
Sven Bernhardt, SOA Architect
Benjamin Huskic, Project manager

2. 1 Business Case

3. Project – Facts
Siemens HR:
One of the biggest HR department in Germany
30 HR Processes
Users:
Employees
Executives
Personnel Department
About 140,000 Users (in Germany) including about 13,000
Executives
Fiscal year 2010/2011: 200,000 Processes started

4. Project – Challenges
Current application reaching end of life
Low flexibility - high costs of customization
Innovative requirements not realizable

5. Project – Objectives
Transparency
Investment security
Increased time-to-market
Increased productivity

6. Project – Assignment
Assignment
Establishment of a prospective, durable BPM-Architecture
Implementation of a Process framework
Creation of reusable BPM modules and components
Conditions
Timeframe Pilot Development: August till November 2012
Go Live Pilot: December 2012
Timeframe IPP@S Project Development: till end of
September 2013
Frontend platform: JSF 2.0 running on JBoss EAP 6
BPM platform: Oracle BPM Suite 11g
Integration platform: Oracle OSB 11g
Backend system: SAP - HR

7. 2 Choice of Technology and
Platform

8. Choice of Technology – Why BPMN?
Standard process modelling notation
Business-IT alignment
Better overall integration
Human-centric processes

9. Choice of Platform – Why Oracle
BPM?
Reliable, future-proof platform
Complete, integrated product suite
BPM Suite: High-level process modelling
SOA Suite: Integrated service development
OSB: Service integration and virtualization
Weblogic: Scalable, stable runtime environment

10. 3 Project Approach and Process

11. Challenges - Organizational
Governance
Change management
Operations

12. Challenges - Strategic
Think big, think UNIFIED
Corporate design
Reusable component framework

13. Challenges - Technical
Integrated architecture
Modularized process design
Data management
Framework concept:
Unified process start and cancellation
Dynamic approvers
SLA/Escalation management
Process step UI mapping

14. BPM - Example Architecture

15. Process Design Principle -
Modularization

16. System Architecture

17. Data Management
Business data vs. payload data
Business data: Business data, separated in own database
Payload data: minimal process runtime data (ideally ID only)
Ensure data actuality
Ensure performance through small instance footprint

18. Unified Process Cancellation
Implementation as event based sub processes (Pattern)
Flexibility
Reusability
"Proper" termination of a running process instance including all
related subprocesses and tasks

19. Dynamic Approvers
Dynamic, serial approval chains:
From 1 to 4 approvers
Interruptable in case of rejection
Implementation opportunities:
Explicit modeling in BPMN
Fully traceable in End-To-End monitoring (Flow trace)
Implemented with internal Human Task routing (Dynamic
approval groups)
Routing viewable by task-audit
Only business relevant information shown in flow

20. SLA/Escalation Management
Using Oracle Business Calendar Feature

21. Process Step UI Mapping
Challenges:
UI needs to know the process' current step
No duplication of process logic in UI
Solution:
BPM returns unique view identifier to UI
UI resolves key and displays the corresponding page

22. Rights and Roles
Distributed entitlement information
LDAP corporate directory
Individual rights management
Application side access management

23. Security
Central communication over ESB
Application wise separation
Routing through SOAP-Headers
Payload encryption
Web application security

24. 4 Lessons Learned & Summary

25. When to use enterprise BPM
Static processes
Robust reliable platform
3rd level support by operations
Easy migration to new platform version
Ensure process transparency
Measurement of process efficiency via KPI

26. Lessons Learned
Longtime persistence of audit data
Central BPM Board
Development method
Design patterns
Testing strategy

27. Summary - BPM Fulfills the
Expectations
Process development down to 2-10 person days
Synergies through modularization
Processes comprehensible by business
Process flow transparency
Unification of corporate design and standard software
"…the efficiency enhancement, achieved by synergies and
reusability, in the area of process modeling exceeded the
expectations by far."

28. Questions?

29. Thank you for listening!
Sven Bernhardt:
sven.bernhardt@opitz-consulting.com
Benjamin Huskic:
benjamin.huskic@opitz-consulting.com