so you think you understand your business process · let’s draw a picture the business of...
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Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
BCS Bristol May 2005
So you think you understand yourbusiness process
Martyn OuldVenice Consulting Ltd
Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
Agenda
p Axesp Kebabsp Pyramidsp Monkeysp Rabbitsp Spaghettip Pizzasp Buckets
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Challenge
To be able to get our heads around
p the dynamicsp the collaboration
that characterise our complex and inter-relatedworld
Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
Traditional process modelling hasfailed us on two counts …
It has failed to give us reliable ways of
p deciding what processes we havep talking about individual processes
that capture the dynamism and the collaboration
Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
Leave the axe at home
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Stay out of the kebab house
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Ignore those pyramids
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Two aspects of dynamism
p The monkeysp The rabbit warren
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The monkeys
p A customer places an orderp Someone sends an emailp A clinical trial is neededp We take on a new supplierp A new product is inventedp A piece of plant fails
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The monkeys define the business
p Being in a particular business means there arecertain things we must deal with
p … let’s call them Units of Work, eg� customer order� clinical trial� supplier� product� plant failure
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Monkeys make demands
p Units of work generate demands:� demand to handle a customer order� demand to handle a clinical trial� demand to handle a supplier� demand to handle a product� demand to handle a plant failure
… until it is done
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Demands mean processes
p A process to handle each unit of work� Handle a customer order� Handle a clinical trial� Handle a supplier� Handle a product� Handle a plant failure
p The ‘case process’
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The rabbit warren …demands multiplyp A procurement generates a contract with a
supplier, perhaps a new supplierp A drug compound generates clinical trialsp A clinical trial generates recruited patientsp A customer order generates a picking, a
despatch, an invoicep An email generates more emails
A case of one UOW generates cases of another
Let’s draw a pictureThe business ofdeveloping and runningsoftware products is adynamic affair
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And another
The business ofadministering a facultyis a dynamic affair
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The rabbit warren needsmanagementp How do we manage the scheduling, resourcing,
and prioritising of competing cases of a unit ofwork?
p With a ‘case management process’p Examples
o Manage the flow of products (pipeline)o Manage the flow of orderso Manage the flow of deliverieso Manage the flow of production batches
Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
From UOWs to processes
Handle aProduct
Handle aChange
Proposal
Manage the flowof ChangeProposals
requests
A
Istarts
delivers to
I
Product
generates
ChangeProposal
becomes
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From UOWs to processes
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Deducing the process architecture
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Think living spaghetti
p Chunk the organisational activity according tothe subject matter of your business
p Your organisation is a network of processesp As it runs, there is a flux of case processes
under the control of a set of case managementprocesses
p Those are the true dynamics
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Let’s open up a process
p We see people acting and interactingp Again, a lot of concurrencyp Now with added collaboration
p We need a language that allows us to talk abouto the dynamicso the collaboration that makes it work
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Enter the world of pizza sharing
p When we share out the responsibility for acase, we create the need to interact
p And we can all be working at the same time
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Forget static bucket chains
p Dealing with a case is distributed acrosscollaborating roles, each taking its responsibility
p Responsibilities are created dynamically, carriedout, and disappear
p Roles operate concurrentlyp Within roles, there can be concurrent threads
of activity
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Let’s drawanother picture
This RivaRole Activity
Diagram capturesthe true dynamics,
not just a glibsequence
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To capture the dynamics andcollaboration of the real worldp We must view our business as a network of
interacting and activating processeso the spaghetti
p We must view each process as a network ofinteracting and activating roleso the mozzarella that binds us
Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
Exercise for the train home
p Take your favourite process modelling notationp Model the process of ‘email conversation’:
o Conversations start spontaneouslyo They generate threads spontaneouslyo Threads are made up of emails to people chosen
dynamicallyo People get involved or leaveo There is a dynamic address book
p If you can’t do it, you couldn’t manage it in aBPMS – you need Riva
Venice Consulting LtdCopyright © Venice Consulting Ltd 2005
For the full story of Riva, read
Business Process ManagementA Rigorous Approach
by Martyn Ouldpublished by the British Computer Societyand Meghan-Kiffer (North America)
web www.veniceconsulting.co.ukemail mao@veniceconsulting.co.ukphone +44 (0)1225 7623 822
voip +44 (0)870 931 3379
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