1. Ladder of business process
practices
Alexander SAMARIN

2. Ladder of business process practices
Absent
Implicit
Explicit
Illustrative
System-of-processes
Executable
• The goal – how to climb up with the pace of business and
without drastically changing diagrams, tools, practices and
architecture
© A. Samarin 2014 BP ladder v1 2

3. Implicit
• BPs are described somewhere and long time ago
• People understand BPs differently
• To “push” forward a process instance (e.g. my request for
procurement), one has to know
– what is the current activity
– who is doing this activity now
– be a friend with this person
– call him/her, re-explain all details and re-send several documents
• Different units see common processes differently
© A. Samarin 2014 BP ladder v1 3

4. Illustrative
Usage of business processes Illustrative model
As a communication tool Informal
Input for project planning and
execution
Expert agreed guess
Coordination of work Subject to personal interpretations
Corporate knowledge Usually disconnected from the
reality
Source for operating control Post factum
Framework for internal control Based on willingness
Framework for information
security
Usually not connected
Basis for management decisions Subjective and delayed
• Essential
techniques:
– BPMN 2
– hierarchy of
processes
© A. Samarin 2014 BP ladder v1 4

5. • Essential
techniques:
– modern
modelling
practices
– process
patterns
– simulation
Explicit
Usage of business processes Explicit model
As a communication tool Semi-formal
Input for project planning and
execution
Expert agreed about SOA
Coordination of work Commonly agreed and subject
to personal interpretations
Documentation for staff What we see is what you we
should do
Source for operating control Post factum
Framework for internal control Based on willingness
Framework for information security Usually not connected
Basis for management decisions Subjective and delayed
© A. Samarin 2014 BP ladder v1 5

6. Executable
Usage of business processes Executable model
As a communication tool Formal
Input for project planning and
execution
SOA ready - services and other
artefacts
Coordination of work Commonly agreed and
objectively re-inforced
Documentation for staff What we see is what you we
must do
Source for operating control Objective and immediate
Framework for internal control Based on obligations
Framework for information security Dynamic and proactive
Basis for management decisions Objective and immediate
• Essential
techniques:
– BPM reference
model
– BPM suite
– automation
– optimisation
loop
© A. Samarin 2014 BP ladder v1 6

7. System of processes
• See http://improving-bpm-systems.
blogspot.ch/2014/03/enterprise-as-system-of-processes.
html
© A. Samarin 2014 BP ladder v1 7

8. Modern modelling practices
• Make coordination explicit
• Keep one-page complexity
• Make diagram understandable
– follow the time flow
– show big steps
• Black-box view and white-box view
• Attach security, compliance, records management and
performance to processes
• Practical process patterns
© A. Samarin 2014 BP ladder v1 8

9. Building corporate knowledge around
business processes
• Users appreciate “business manual” approach
– Coherent set of wiki-like interlinked pages
– Structured, tagged, searched
– Maintain by an authorized group
– Everyone can add comments and share his/her experience
• Structure is based on business processes
• Links from processes and activities to relevant pages
© A. Samarin 2014 BP ladder v1
9

10. • QUESTIONS?
Thanks
• Personal website: http://www.samarin.biz
• Blog http://improving-bpm-systems.blogspot.com
• LinkedIn: http://www.linkedin.com/in/alexandersamarin
• E-mail: alexandre.samarine@gmail.com
• Twitter: @samarin
• Mobile: +41 76 573 40 61
• Book: www.samarin.biz/book
BP ladder v1 10
© A. Samarin 2014