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BPMDS’15: Using the Process-
Assets Framework for Creating a
Holistic View over Process
Documentation
Magnus Josefsson
• Bachelor’s Degree in Computer and Systems Sciences
• Master’s Degree in Business and Administration
Magnus Josefsson – DSV – Stockholm University 1
BPMDS’15 Working Conference
Business process modeling,
development and support
Agenda
Finding a solution
Requirements
The process-assets framework
Building the solution
Transforming the process-assets framwork
Building the solution for the organization
Evalution and results
Evaluation
Lessons learned and limitations
Part 2
Part 3
Part 4
Introduction
The authors
The project
Part 1
Magnus Josefsson – DSV – Stockholm University 2
The Authors
• Magnus Josefsson – Former student at DSV (Stockholm University)
– Wrote his bacherlors thesis together with Kim about Using the Process-Assets Framework for
Creating a Holistic View over Process Documentation
• Kim Widman – Former student at DSV (Stockholm University)
– Wrote her bacherlors thesis together with Magnus about Using the Process-Assets Framework for
Creating a Holistic View over Process Documentation
• Ilia Bider – Associate professor and researcher at DSV (Stockholm University)
– Supervisor for Magnus and Kim during their bacherlors thesis
Together the three of us rewrote the bachelors thesis to an experience report.
Magnus Josefsson – DSV – Stockholm University 3
The Project
• Finding a solution for an organization to create a holistic and comprehensive
overview of the organization’s existing documentation.
• The organization is a swedish betting company.
– Offering: Betting through physical shops and online
– Turnover: 13 billion SEK
– Employees: 250 FTE (~50 % within IT)
• The problem at hand
– 11 process mapping project since year 2000
– Done for different reasons (improve efficiency, legislative demands, develop computer systems, etc.)
– Uncertain amount of process maps created
– Not uniformly created documentation (different methods, diffrent tools, different storage, etc.)
• Project participants
– Magnus Josefsson, Kim Widman and Ilia Bider as scientific advisor.
Magnus Josefsson – DSV – Stockholm University 4
Requirements
1. The holistic process model should be presented in a graphical form.
2. The holistic process model should be easily understood by any person with knowledge
of the organization's terminology.
3. The holistic process model must not in any way introduce changes into the existing
process documentation.
4. The holistic process model must not rely on that all process documents are produced
using the same notation or technique.
5. The holistic process model must not rely on that all process documents are stored in a
specific way.
6. The holistic process model must not rely on that all process documents are produced
having the same purpose in mind.
7. The holistic process model must not rely on that all process maps included in the
process documentation are correct.
8. The holistic process model must not rely on all processes within the organization are
mapped.
9. The holistic process model must not assume that a process document or map depicts
exactly one process. It can depict more than one process or “half” of a process.
10. The holistic process model must not assume that only one map exists for a particular
process.
Magnus Josefsson – DSV – Stockholm University 5
The process-assets
framework
The process-assets archetype
The assets-process archetype
Magnus Josefsson – DSV – Stockholm University 6
The process-assets
framework
The process-assets archetype
1. Paying stakeholders, e.g. customers of a company or paying members of a club.
2. Business Process Templates (BPT). For a manufacturing company this is both the design of a
product and a scheme of technological process of its production.
3. Workforce. People that are qualified to work in the main process.
4. Partners, e.g. suppliers for the manufacturing process of a company.
5. Technical and Informational Infrastructure. Equipment that is needed to run the main
process. For a manufacturing company this can be production lines, computers, etc.
6. Organizational Infrastructure, e.g., departments, teams and management within the
organization.
Magnus Josefsson – DSV – Stockholm University 7
The process-assets
framework
The assets-process archetype
1. Acquire. Processes that are used to get hold of a certain asset, e.g. a recruiting process to
add new employees to the workforce.
2. Maintain. Processes for keeping assets. This can be customer-relationship processes to keep
customers, or training for employees.
3. Retire. Processes used to remove assets that are no longer needed. For the BPT category this
can be to phase out a product that is not in demand anymore.
Magnus Josefsson – DSV – Stockholm University 8
The process-assets
framework
8
Magnus Josefsson – DSV – Stockholm University 9
Transforming the process-
assets framework
+
Magnus Josefsson – DSV – Stockholm University 10
Transforming the process-
assets framework
Magnus Josefsson – DSV – Stockholm University 11
Building the solution
for the organization
Building a holistic model for the betting company based on the augmented process-assets
framework was done in three steps.
1. Make a graphical representation of the upper level of the model. Go through the existing
process documentation in order to find all assets mentioned in it. Put them under
appropriate categories of assets on the upper level. In the case of the betting company,
customers are to be placed under Paying stakeholders, employees under Workforce
stakeholders, shops under Partner stakeholders, and computer systems under Tech and
info infrastructure, see Fig. 3.
2. Extend the model by attaching buckets for acquire, maintain and retire processes for all
assets identified in Step 1.
3. Investigate each process document in order to determine which assets the process
described in it supports, and which of the asset process buckets acquire, maintain, or
retire it belongs to. Place a reference to the process documentation into all buckets
where it belongs.
Magnus Josefsson – DSV – Stockholm University 12
Building the solution
for the organization
Magnus Josefsson – DSV – Stockholm University 13
Building the solution
for the organization
Magnus Josefsson – DSV – Stockholm University 14
Evaluation
• Phase one – Conducted with the organizations cheif systems architect.
– Description of method and model
– No negative opinnions
– Positive to graphical model. A new way of presenting processes.
– Similar to organizational charts
– Easy to see lack of documentation
• Phase two – Conducted with the head of internal support systems.
– Phase two consisted of two steps: finding processes in the model and populate the model with
processes.
– Step one was performed with ease
– Step two was preformed with some more afterthought
– Brought new insight regarding the diffrent mapped processes. Showing that the head of internal
support systems knows the organization better than the authors of this report.
Magnus Josefsson – DSV – Stockholm University 15
Lessons learned and
limitations
• Not all organizations work with BPM in a systematic way.
• To the best of our knowledge there is no solution for how to create a holistic view of
large amounts of process documentation created in an ad hoc manner.
• During our work, we found that known ways of classifying processes are not particularly
suitable for the task of creating a holistic process view on the existing documentation.
• The process-assets framework, showed to be a suitable foundation for creation of a
holistic process model, but needed modification to fit this purpose.
• The initial tests have shown that the model is understandable and have value for people
who belong to the business depicted in the model
• So far, our approach to building a holistic process model has been tested only in one
organization.
• There is a need to find a better tool, or create a new one specifically designed for
building the holistic process models.
• Right now, the holistic process model represents only process-assets-processes
relationships, not how processes are interconnected with each other.
• The biggest challenge in building the holistic process model for the betting company
was to understand the nature of the processes depicted in each document.
Magnus Josefsson – DSV – Stockholm University 16
Lessons learned and
limitations
Magnus Josefsson – DSV – Stockholm University 17
Thank you for listening.
Magnus Josefsson – DSV – Stockholm University 18

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Using the Process-Assets Framework for Creating a Holistic View over Process Documentation

  • 1. BPMDS’15: Using the Process- Assets Framework for Creating a Holistic View over Process Documentation Magnus Josefsson • Bachelor’s Degree in Computer and Systems Sciences • Master’s Degree in Business and Administration Magnus Josefsson – DSV – Stockholm University 1 BPMDS’15 Working Conference Business process modeling, development and support
  • 2. Agenda Finding a solution Requirements The process-assets framework Building the solution Transforming the process-assets framwork Building the solution for the organization Evalution and results Evaluation Lessons learned and limitations Part 2 Part 3 Part 4 Introduction The authors The project Part 1 Magnus Josefsson – DSV – Stockholm University 2
  • 3. The Authors • Magnus Josefsson – Former student at DSV (Stockholm University) – Wrote his bacherlors thesis together with Kim about Using the Process-Assets Framework for Creating a Holistic View over Process Documentation • Kim Widman – Former student at DSV (Stockholm University) – Wrote her bacherlors thesis together with Magnus about Using the Process-Assets Framework for Creating a Holistic View over Process Documentation • Ilia Bider – Associate professor and researcher at DSV (Stockholm University) – Supervisor for Magnus and Kim during their bacherlors thesis Together the three of us rewrote the bachelors thesis to an experience report. Magnus Josefsson – DSV – Stockholm University 3
  • 4. The Project • Finding a solution for an organization to create a holistic and comprehensive overview of the organization’s existing documentation. • The organization is a swedish betting company. – Offering: Betting through physical shops and online – Turnover: 13 billion SEK – Employees: 250 FTE (~50 % within IT) • The problem at hand – 11 process mapping project since year 2000 – Done for different reasons (improve efficiency, legislative demands, develop computer systems, etc.) – Uncertain amount of process maps created – Not uniformly created documentation (different methods, diffrent tools, different storage, etc.) • Project participants – Magnus Josefsson, Kim Widman and Ilia Bider as scientific advisor. Magnus Josefsson – DSV – Stockholm University 4
  • 5. Requirements 1. The holistic process model should be presented in a graphical form. 2. The holistic process model should be easily understood by any person with knowledge of the organization's terminology. 3. The holistic process model must not in any way introduce changes into the existing process documentation. 4. The holistic process model must not rely on that all process documents are produced using the same notation or technique. 5. The holistic process model must not rely on that all process documents are stored in a specific way. 6. The holistic process model must not rely on that all process documents are produced having the same purpose in mind. 7. The holistic process model must not rely on that all process maps included in the process documentation are correct. 8. The holistic process model must not rely on all processes within the organization are mapped. 9. The holistic process model must not assume that a process document or map depicts exactly one process. It can depict more than one process or “half” of a process. 10. The holistic process model must not assume that only one map exists for a particular process. Magnus Josefsson – DSV – Stockholm University 5
  • 6. The process-assets framework The process-assets archetype The assets-process archetype Magnus Josefsson – DSV – Stockholm University 6
  • 7. The process-assets framework The process-assets archetype 1. Paying stakeholders, e.g. customers of a company or paying members of a club. 2. Business Process Templates (BPT). For a manufacturing company this is both the design of a product and a scheme of technological process of its production. 3. Workforce. People that are qualified to work in the main process. 4. Partners, e.g. suppliers for the manufacturing process of a company. 5. Technical and Informational Infrastructure. Equipment that is needed to run the main process. For a manufacturing company this can be production lines, computers, etc. 6. Organizational Infrastructure, e.g., departments, teams and management within the organization. Magnus Josefsson – DSV – Stockholm University 7
  • 8. The process-assets framework The assets-process archetype 1. Acquire. Processes that are used to get hold of a certain asset, e.g. a recruiting process to add new employees to the workforce. 2. Maintain. Processes for keeping assets. This can be customer-relationship processes to keep customers, or training for employees. 3. Retire. Processes used to remove assets that are no longer needed. For the BPT category this can be to phase out a product that is not in demand anymore. Magnus Josefsson – DSV – Stockholm University 8
  • 9. The process-assets framework 8 Magnus Josefsson – DSV – Stockholm University 9
  • 10. Transforming the process- assets framework + Magnus Josefsson – DSV – Stockholm University 10
  • 11. Transforming the process- assets framework Magnus Josefsson – DSV – Stockholm University 11
  • 12. Building the solution for the organization Building a holistic model for the betting company based on the augmented process-assets framework was done in three steps. 1. Make a graphical representation of the upper level of the model. Go through the existing process documentation in order to find all assets mentioned in it. Put them under appropriate categories of assets on the upper level. In the case of the betting company, customers are to be placed under Paying stakeholders, employees under Workforce stakeholders, shops under Partner stakeholders, and computer systems under Tech and info infrastructure, see Fig. 3. 2. Extend the model by attaching buckets for acquire, maintain and retire processes for all assets identified in Step 1. 3. Investigate each process document in order to determine which assets the process described in it supports, and which of the asset process buckets acquire, maintain, or retire it belongs to. Place a reference to the process documentation into all buckets where it belongs. Magnus Josefsson – DSV – Stockholm University 12
  • 13. Building the solution for the organization Magnus Josefsson – DSV – Stockholm University 13
  • 14. Building the solution for the organization Magnus Josefsson – DSV – Stockholm University 14
  • 15. Evaluation • Phase one – Conducted with the organizations cheif systems architect. – Description of method and model – No negative opinnions – Positive to graphical model. A new way of presenting processes. – Similar to organizational charts – Easy to see lack of documentation • Phase two – Conducted with the head of internal support systems. – Phase two consisted of two steps: finding processes in the model and populate the model with processes. – Step one was performed with ease – Step two was preformed with some more afterthought – Brought new insight regarding the diffrent mapped processes. Showing that the head of internal support systems knows the organization better than the authors of this report. Magnus Josefsson – DSV – Stockholm University 15
  • 16. Lessons learned and limitations • Not all organizations work with BPM in a systematic way. • To the best of our knowledge there is no solution for how to create a holistic view of large amounts of process documentation created in an ad hoc manner. • During our work, we found that known ways of classifying processes are not particularly suitable for the task of creating a holistic process view on the existing documentation. • The process-assets framework, showed to be a suitable foundation for creation of a holistic process model, but needed modification to fit this purpose. • The initial tests have shown that the model is understandable and have value for people who belong to the business depicted in the model • So far, our approach to building a holistic process model has been tested only in one organization. • There is a need to find a better tool, or create a new one specifically designed for building the holistic process models. • Right now, the holistic process model represents only process-assets-processes relationships, not how processes are interconnected with each other. • The biggest challenge in building the holistic process model for the betting company was to understand the nature of the processes depicted in each document. Magnus Josefsson – DSV – Stockholm University 16
  • 17. Lessons learned and limitations Magnus Josefsson – DSV – Stockholm University 17
  • 18. Thank you for listening. Magnus Josefsson – DSV – Stockholm University 18