b usiness p rocess m anagement i nitiative minutes member ... · • feedback on bpmn 1.0...

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B U S I N E S S P R O C E S S M A N A G E M E N T I N I T I A T I V E

Minutes

Member Meeting #12 13-14, May 2004

London, UK

MEETINGS KINDLY HOSTED BY: Enix Consulting at the Wreay Group Executive Offices Sheraton House, London PRESENT: MAY 13, 2004

BPMI.org Layna Fischer CSC European Group Howard Smith Enix Consulting, Ltd Derek Miers Fair Isaac Paul Vincent IBM Corporation Stephen White ILOG Mari Georges Intalio, Inc. Ismael Ghalimi Lombardi Software Damion Heredia MEGA International Antoine Lonjon MITRE Corporation James Manley Pikos GmbH Kurt Wiener Popkin Software Jog Raj Sterling Commerce Jeanne Baker

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AGENDA

BPMI.org Phase 2: Defining the Initiative's Future Role and Direction -

• Revisiting the Initiative's Mission Statement, Charter, and Organization

• Formal Adoption of BPEL4WS

• Introducing an integrated BPM Standard Stack

• Development Plans for BPML 2.0, BPSM, and BPQL

Governance & Industry Liaisons -

• Internal Processes, Procedures, and Policies

• Partnerships with OASIS, OMG, W3C, WfMC

Marketing & Membership -

• New Website

• Sponsor Membership Category Definition

• eBizQ.net & BPMInstitute.org webinars

• Training Program

• Certification Program

• Benchmarking Program

Special Presentation: 11:00 – 11:30 am Friday 14.

James Manley, Principal Enterprise Architect

MITRE Corp, San Diego, CA (MITRE is a Federally Funded Research and Development Center)

AMCET: Advanced Military Process Management Capabilities and Exploitation Team. This presentation will discuss how BPM techniques are being developed and applied to Defense related needs. Specific and notional task examples will be discussed as well as perceived BPM related opportunities and requirements. Topics will be presented from a BPM consumer point of view.

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Minutes: Member Meeting 12

Meeting commenced at 0930.

Introduction

All present introduced themselves, and Howard welcomed all with brief recap of progress to date. It was clear from BPM conference just finished this week showed intense interest in this space.

Howard explained that he and Ismael Ghalmi had got together a few weeks ago and set out a comprehensive list of BPM Phase 2 issues in a slide set as a submission to the group: Main objective is definition of Phase 2

Roundtable discussion followed from what each person feels is important to the org

Layna Fischer/BPMI.org: Relevance within the industry, & therefore value proposition to the members.

Jog Rag/Popkin: Relationship with BPEL

Jeanne Baker/Sterling: agree with relevance and that org goes forward with a mission, not inertia.

Jim Manley/MITRE: rep the user community – start with underlying data being moved from one engine to another. If vendor community wants to address these issues within the govt, 2. Very interested in respositories & config aspects of process models. Code-generated capability. Don’t have robust process models. Could revolutionize how govt does business.

Kurt Weiner/Pikos: What is next step? Customers don’t see a difference between BPMI/BPMG/BPEL. Need to understand

Paul Vincent/Fair Isaac: We are not a traditional BPM tools vendor. Have interest in declartive rules of BP, important distinction, The relation of rules. Also relationship to BPM & modeling – more at definition end, not modeling side. OMG is starting to take an interest thru MDA. Technical integration issues, & BPEL. Is there a case for support of BPEL?

Antione Lonjon/MEGA International: Need consistency between the groups, OMG BP definition.

Mari Georges/ILOG: Share concerns about rules/processes. Customers still need to be educated about what is a BP. Involve business analysis vendors. Sarbox and other legislation issues. Enterprise modeling can take advantage. What are relationships with WfMC, OMG etc.?

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Steve White/IBM: Don’t see BPQL listed – could also be called BAML. (Under 2004 initiatives). Our relationship with other orgs. Don’t want to fragment the market, don’t overlap. Relevance.

Derek Miers/Enix. Image of BPMI – difficult to understand, what is relevance? Need to evangelize, the have succinct conversations with marketplace. Clear communications needed. Investment in comm. Materials. Governance is important to supporting this.

Roy Thompson/Casewise: We don’t want proliferation of stds, We want sound, stable modelimg tool. Concerns about the future – change from proprietory stds to open stds. Relationship with others.

Damion Heredia/Lombardi: Stds commoditize our offerings, enable us to compete more effectively.

Howard concluded the roundtable with the comment – no way that BPMI can try to own too much of all these concerns – we need to focus. Original mission to further the BP

Howard presented his draft slides and walked through the slides in succession generating lively discussion with the group.

Consensus was reached slowly … as each slide was discussed and edited accordingly.

Lunch break at 11:55am: Pizza in the Park

Resumed at 13:00

Discussion resumed on slide 19 with amendments to board members & roles

Slide 24 – stuck on BPEL adopted by BPMI.org. At this point Ismael Ghalimi joined the meeting with apologies for late arrival.

Ismael offered the observations that BPEL that is already widely adopted / defacto execution standard. Eg Microsoft may bring out BPxL ie Business Process Design Language BPDL.

Ismael produced the following diagram during much discussion.

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This was dubbed the “hourglass” metaphor by the group.

BPMN meeting commenced after a short coffee break.

Steve presented the following agenda:

Topics of Discussion (were not necessarily addressed in this order):

• Feedback on BPMN 1.0 Specification (especially if it is not finished) • Marketing of BPMN • Identification of new issues • BPMN metamodel? Relationship to OMG BPD metamodel. • BPMN Primer • Case Study • Identify Schedule for Post-BPMN 1.0 Final • BPMN 1.1 and maintenance releases • BPMN implementations • XML Schema for BPMN (layered above BPEL) or XMI? • BPMN long-term roadmap • Moving BPMN to the OMG • Unification with UML Activity Diagrams

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• A separate effort to standardize BPMN Artifacts--including for different vertical markets

• Mapping BPMN to: • OMG Business Process Definition Metamodel • UML Sequence Diagram (for choreographies) • RAD diagrams • WS-Chor • ebXML

Antoine Lonjon requested a definition of BPMN and the group agreed upon the following:

BPMN 1.0 was created with “path to execution” as its primary focus and as such is a lower level representation of process models than the full spectrum of BPMN as expressed by future versions of BPMN

Howard presented the following slide which generated considerable discussion. It was agreed that BPMN should look at future work that addresses the needs of the Business Consultant.

Derek later created a new slide, based on this concept.

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Reaction To BPMNReal World

Technology Implementation

Business Consultants Process Architects

Programmers

Spec Writers

Process Execution

BPMN / RADsPowerPoint, Visio

BPEL / BPMS

Waterfall

Spiral

Trepidation

Natural

Mixed

Appealing

Further discussion - see diagram following created by Ismael & agreed upon by all present.

Action item:

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Small group work tomorrow to articulate this diagram, with dialog with & approval by the members within two business weeks. Deadline May 30, 2004

Ismael presented a request from Proforma that MOF be used per the following illustration. Discussed followed re the metamodel.

After considerable discussion, the group agreed that the path would follow activity per the following diagram.

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Proposal: When should BPMI develop (“own”) this metamodel of the Process?

Now Wait Lombardi – now 1 CSC - now 1 Intalio – now 1 Popkin – now 1 Sterling – wait and see 1 Jim Manley – wait & see – gov’t position not clear on OMG 1 Pikos - wait & see 1 Fair Isaac – wait & see, rather reuse what coming out of OMG

1

MEGA – abstain 0 ILOG – wait & see. 1 IBM – wait & see 1 Enix – don’t have a problem if Big Boys own the semantic model only if its right. Tend toward ‘now’

1

Casewise – now 1 6 5

Discussion followed re the control of the metamodel – useability, expansion, supporting multiple platforms. Philosophic issues.

BPSM – Business Process Semantic Model

Steve summarized the discussion:

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The BPMI.org would wait until OMG releases their deliverables to the RFP in June. In the meantime work will be performed to establish the requirements, and compare them with OMG’s requirements and work from the facts at the time.

Moving along… Steve reported on proposed future schedule for BPMN which included a separate effort to standardize BPMN Artifacts--including for different vertical markets

Mapping BPMN to:

• UML Sequence Diagram (for choreographies) • RAD diagrams • WS-Chor • ebXML /BPSS • Links /Associations to org charts for example

IG suggested that a proof of concept be created with One Link before more work proceeds.

Discussion followed on the difference between the OMG stack and the approach followed by BPMI. Paul Vincent gave an overview of OMG’s UML approach. IG summarized as following diagram. OMG at top, BPMI at bottom.

Further discussion:

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In conclusion it was agreed that

1. The BPMN WG would follow through on the projects stated, and 2. A book on BPMN would be published in collaboration with BPMI.org by Future

Strategies Inc (publishers of the Workflow Handbook and Excellence in Practice series) edited & produced by Layna Fischer. The editorial board would comprise Jan Popkin, Derek Miers and Steve White.

Action Item: 1. Jan Popkin to produce his “content matrix” for the book’s organization of content 2. Layna to commence with Call for Abstracts in collaboration with the editorial board.

Proposed by Derek Miers, seconded by Jeanne Baker, the meeting closed at 17.30.

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Day 2: Minutes BPMI.org Member meeting

Meeting commenced at 0930.

Present:

BPMI.org Layna Fischer CSC European Group Howard Smith Enix Consulting, Ltd Derek Miers Fair Isaac Paul Vincent IBM Corporation Stephen White ILOG Mari Georges Intalio, Inc. Ismael Ghalimi Lombardi Software Damion Heredia MITRE Corporation James Manley Popkin Software Martin Owen Popkin Software Jog Raj Sterling Commerce Jeanne Baker

Discussion started with Slide 25: Industry situation:

• Process Orientation (PO) a major trend in business and technology • Process Modeling versus Process Execution • Middle-Out versus competing top down and bottom up methods • Process Management versus Software Engineering • Need for coexistence of Design-Driven (BPM) and Model-Driven (MDA)

architectures • BPMS the only practical vehicle for customers to integrate and utilize numerous

WS-nnnnn standards

Need for BPQL from many technical communities

• BPM, BAM, Workflow, EAI, J2EE • BAM and “world of data” to come into BPMS picture through BPQL

The group agreed that it was necessary to create a paper that illustrated the difference between MDA & process-driven architecture

Customer needs – HS explained his slide…

Customers will not invest in the “digitization” of end-to-end (collaborative) business processes without standards

Digitized “intellectual property” must employ a language that is

• Complete

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• Open • Formal • Royalty Free • Executable

After discussion the group added

• Reference body for the Third Wave of BPM • Process Asset Management • Design lifecycle, execution lifecycle

Discussion on slide 26

• Requirements for BP Standards

• Discussion revolved around the term “dead designs” and it was removed from the slide


Why BPMI.org Phase 2?

• Customer demand for BPMS requires innovation ahead of traditional standards ratification process

• BPM a significant long-term trend in business and IT • The market needs clarity on the roadmap to BPMS 2.0 • BPM relies on an integrated and complete technology stack • Systems Integrators need standards to deliver process-centric enterprise

architecture populated with best-of-breed components • Messaging, Web Services, Process Engine, Rules, Workflow, Ontology, J2EE,

Portal, Dashboards etc • BPM vendors need standards to create “complete” Business Process

Management Systems leveraging OEM components • Packaged Solution developers need standards to leverage Business Process

Management Systems (BPMS)

Discussion focused on the phrase “The market needs clarity on the roadmap to BPMS 2.0” and suggested that “The market needs clarity on BPMS”

Jan Popkin joined the meeting at this point. 10.30am


Discussion was provoked by current limitations as perceived by HS.

• No standard way of sharing process diagrams • No standard way of invoking business rules • No standard way of managing workflow tasks

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• No standard way of connecting to user interfaces • No standard way of deploying processes • No standard way of monitoring processes • No standard way of analyzing processes • Lots of work remains to be done…

We need a way of people being able to share their best practices, providing an environment for people to share best practices. A primer is required.

Suggestion: start a thread about best practices


• BPMN direction • Support for BPMN strong

Some criticism of current BPMN 1.0 proposal

• Non-intuitive • Long learning curve • Does not support process discovery • Limited applicability to process execution • BPMN exists within the objectives and mission of BPMI.org • Further explanation to the market required • Further development envisaged

Jan Popkin pointed out that following recent meetings with customers, it was considered that BPMN was too detailed. Discussion reverted to BPMN Scope model per IG’s flipchart, and formalized by HS in the slide below.

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This was updated by HS as follows:

Copyright © 2004 BPMI.org

BPMN development

WFE UIE BRE MQE BOE WSE

Process engine/process virtual machine

Facets intoProcess model

Enterpriseprocess

views e.g. Gantt chart e.g. Org chart

Auxiliaryenterprise

models

BPMN 1.0

IT architect

Processdesigner

Businessanalyst

LinksAlternates

PrimerBPMN scope

Metamodel

Embedded engines/technologies

BPSMMappings

1.x1.x

2.x

Bringing Jan Popkin up to date, Derek showed his slide version of IG’s hourglass model.

BPMEnterprise &

Business World


BP

Execution

BPMN

Modelling

BP?LMeta-Model

Business Analysts

BPEL/BPML

StrategyConsultants

IT Implementers

BPMIScope Focus

Slide 31 (the others were skipped over)

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Phase 2 Definition

• A bold new agenda • A shift from a broad “BPM” and 1st generation BP standards to a specific

“BPMS” and 2nd generation BP standards • Integrated BP Stack • Definition of BPMS 2.0 • Definition of Process Oriented and Process Driven Development • Concurrency in modeling • Process Query Languages (PQL)

Slide 32

Strategy

• Own the definition of BPMS 2.0 (agreed) • Adopt standards where they exist • Populating the BPMS reference model • Develop specifications where they do not • Implementation in lock-step • Grow the category • Core process semantics • Reference architecture • Standards definition

Discussion centered on relevance, risk analysis, secure BPMN, (Metamodel is a technical thing, could be a WG) innovative, making sure we fit in with other stds bodies (BPEL position).

Presentation by James Manley, Principal Enterprise Architect, MITRE Corp, San Diego, CA

This presentation discussed how BPM techniques are being developed and applied to Defense related needs. Members were extremely interested in his views and appreciated his efforts in sharing the work done by DOD.

Jim related his #1 intent on presenting his proposal was on needing help in bringing together the DoD visualizations. Needs a graphical visual interface between tools.

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JMA 4 149

JMA 10 Full DimensionalProtection

4JMA 6 Special Operations 23

JMA 9 Focused Logistics 27

JMA 8 InformationSuperiority 38

JMA 3 PrecisionEngagement

13JMA 2 147

JMA 11 MultinationalOps/Interagency 128

JMA 5 148

JMA 1 Dominant Maneuver 2

JMA 7 Joint Command &Control 43

986

Input JIC

680

Output

TCCC(Theater

ommunicatControl

Center)

PROJECT: JTF Critical Thread AnalysisTITLE: JTF HQ OPSSRC: TPIO-ABCS Activity ModelREV: 04/16/03

235

Output CINC

228

Output USEmbassy

264

InputCINC

HQ J-4

277

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Surgeon

278

Input CINCJOC

258

Input USEmbassy

263

InputCINC

HQ J-2

267

InputCINC

HQ J-5

276

Input CINCHQ J-6

199

Output

COORDand

DirectLife

Supportfor JTF

CP [A213]Parent & UJTL

Prime:Consuming

Operatives:

211

Output

ProvideStaff

Support[A2244]

Parent & UJTLPrime:

ConsumingOperatives:

222

Output

ProvideStaff

Support[A2244]

Parent & UJTLPrime:

ConsumingOperatives:209

Output

ProvideStaff

Support[A2244]

Parent & UJTLPrime:


231

Output

ProvideStaff

Support[A2244]

Parent & UJTLPrime:


Output

ProvideStaff

Support[A2244]

Parent & UJTLPrime:


Output

ProvideStaff

Support[A2244]

Parent & UJTLPrime:


L E GE ND

Blue E l lips e = inp ut from mo deled activi ty or ex terna l o rgan izationGre en Ro un ded Sq ua re = ou tpu t to m od eled ac tiv ity o r e xtern al org aniza tio nY el low Re ctan gle = loc al JMA a ctivi tyW hi te = in/ou tpu t fro m/ to a no n mo deled activi ty

884

Input CINCPol-Mil

292

Input SUBUnits

303

Input SUBUnits

295

InputSUBUnits

786

Input SUBUnits

958

Input RSSC

882

InputNGO's

Non-GoOrgs)

289

Input NewsMedia

288

Input NewsMedia

780

Input SUBUnits

298

Input SUBUnits

296

InputSUBUnits

801 1

SUBUnits

778

Input SUBUnits

299

Input SUBUnits

300

InputSUBUnits

302

Input SUBUnits

301

Input SUBUnits

290

InputSUBUnits

885

Input SUBUnits

308

Input SUBUnits

294

Input SUBUnits

305

InputSUBUnits

843

Input SUBUnits

293

Input SUBUnits

304

Input SUBUnits

291

Input SUBUnits

306

InputSUBUnits

959

Input

TCCCTheater

mmunicaControl

Center)

883

InputU.N.

SpecialRep

224

Output DISA

219

Output PERSSVC GP

624

EmergencControlCenter

694

OutputRegional

SATCOM[RSSC]

215

OutputPERS

SVC GP

221

Output CINC HQJ-1

216

OutputCINC HQ

J-1

218

Output CINC HQJ-1

214

OutputCINC HQ

J-1

647

Output CINC HQJ-2

189

OutputCINC HQ

J-2

210

Output CINC HQJ-2

660

Output CINC HQJ-5

661

OutputCINC HQ

J-5

668

Output CINC HQJ-5

183

Output CINC HQJ-4

188

OutputCINC HQ

J-4

234

Output CINC HQJ-4

180

OutputCINC HQ

J-4

233

OutputCINC HQ

J-4

179

Output CINC HQJ-4

230

Output CINC HQJ-4

232

OutputCINC HQ

J-4

176

OutputCINC HQ

J-4

657

Output CINC HQJ-3

656

Output CINC HQJ-3

212

Output CINC HQJ-3

242

OutputCINC HQ

J-3

196

Output CINC HQJ-3

692

Output CINC HQJ-6

223

Output CINC HQJ-6

243

OutputCINC HQ

PAO

205

Output CINC HQPAO

184

Output CINC HQSurgeon

627

CMOC

662

Output CMOC

206

Output NewsMedia

245

OutputNews

Media

244

Output NewsMedia

204

Output NewsMedia

197

Output JTF Staff

208

Output JTF Staff

192

Output JTF Staff

203

Output JTF Staff

178

Output HostNation

181

OutputHost

Nation

651

Output HostNation

239

Output HostNation

238

Output HostNation

200

OutputHost

Nation

650

Output HostNation

241

Output HostNation

202

Output HomeStation

237

OutputHomeStation

177

Output SUB Units

240

Output SUB Units

236

Output SUB Units

193

Output SUB Units

190

Output SUB Units

191

Output SUB Units

198

Output SUB Units

195

Output SUB Units

217

Output SUB Units

220

Output SUB Units

229

Output SUB Units

201

Output SUB Units

194

Output SUB Units

213

Output SUB Units

182

Output SUB Units

227

Output SUB Units

187

Output SUB Units

207

Output SUB Units

323

InputProvide Man

Support for JTFCP [A224226]

Parent & UJTL Prime:Producing Operatives:

981

Input USEmbass

983

Input USEmbass

980

Input USEmbass

982

Input USEmbass

984

Input USEmbass

256

Input CINC

279

Input DISA

281

Input HomeStation

280

Input HomeStation

285

InputHost

Nation

844

InputHost

Nation

282

Input HostNation

287

Input INTELAgencie

842

InputINTEL

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702

Output USEmbassy

704

Output EvacuationSite Party

297

InputSUBUnits

307

Input SUBUnits

259

InputCINCHQ

Enginee

261

InputCINC

HQ J-2

275

Input CINCHQ J-6

274

Input CINCHQ J-6

841

Input CINCHQ J-2

978

Input CINCHQ J-3

272

Input CINCHQ J-5

973

InputCINC

HQ J-5

273

InputCINC

HQ J-5

262

InputCINC

HQ J-2

951 1

CINCHQ J-3

979

InputCINC

HQ J-3

255

Input CINCHQ J-3

286

InputHost

Nation

246

Input CINCHQ J-3

315

Input Provide StaffSupport [A2244]


319

Input

COORD CombatHealth Support

for JTF CP[A2242141]


316



314



310

Input

COORD andDirect Life

Support of JTFCP [A213]


324

InputProvide Quality ofLife OPS for JTFCP [A2242253]


309

Input

COORD andDirect Life

Support of JTFCP [A213]


318

InputCOORD Move

OPS for JTF CP[A224213]


313



321

Input

Provide INFOSystems

Integration forJTF HQ [A22432]


311



312

InputProvide Staff

Support [A2244]Parent & UJTL Prime:Producing Operatives:

322

InputProvide Man

Support for JTFCP [A224226]


260

InputCINC

HQ J-1

257

Input CINC

944 1

JTFJPG

804 1

JTFJ-3JOC

987

Input JIC

JointExpeditionary

SupportPackage [JIC]NEOPACKS

[JIC]

SITREP[Evacuation of

Noncombatants -Embassy

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GeoPolitical

INFO andAssessments[Embassy -

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LocalINTEL

[Embassy- Station

Chief]

F-77Report

[Embassy- DATT]

EmergencyEvacuation

Plan[Embassy -

DATT]

WarningOrder

[CINC

HQ J-3]ExecutionOrder

[CINC HQJ-3]

COORD[JTF J-5]

COORD[COMMO

TCCC]

COORD[Space

COMMORSSC]

Task

Order[CINCHQJ-3]

ConsolidatedCasualty

Estimate [JTFJPG]

COORD [LongRange

PeacekeepingOPS JTF JPG]

COORD [LongRange

PeacekeepingOPS JTF JPG]

COORD [Long

RangePeacekeepingOPS JTF JPG]

COORD[Peacekeeping

OPS]

RFI[Host

Nation]

SITREP[Employment

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SUB Units]

SPT RQST

Response[INTEL

Agencies]

SPT RQSTResponse[CINC HQ

J-2]

COORD[JTF J-3

JOC]

COORD[SUBUnits]

JPERSTAT

RPT [JTFSUB Units]

DailyLOGRPT

[SUBUnits]

UnitStrength /Status /Casualty

RPT[Status of

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QOLRPTs

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HHCOPS]

Casualtyand

WitnessRPTs

[JTF HHCOPS]

MOS &ReplacementRPTs [JTF

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INFOSystems

Status[JTF HHC

OPS]

MEDSITREP

[JTF

HHC1SG]

MVMTRQST[JTF

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OPS]

Guidance& DIRs

[SECSupportJTF HHC

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Guidance& DIRs[SEC

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OPS]

Guidance

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SupportJTF HHC

OPS]

Guidance& DIRs[SEC

SupportJTF HHC

OPS]

Guidance& DIRs

[SECSupport

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COORD [LifeSupport JTF

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COORD [LifeSupport JTF

Commandant]

SITREP[Countermine

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CasualtyEstimate

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IGRPT

[SVCIG]

SITREP[IG

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MVMTRQST[SUBUnits]

LOGSITREP /LOGSTAT

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SITREP[ROESUBUnits]

SITREP[Training

Readiness

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ReplacementRPTs [SUB

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FREQRQST

[Frequency

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SupportRequest[Blood

Program]

SupportRequest

[Maintenanceand SalvageSUB Units]

SupportRequest

[FuelSUB

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StatusReport [Fuel

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SupportRequest

[SupplySUB

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SITREP[Peacekeeping

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SITREP[Attack onPersonnel /

Equipment /Installations

UsingNonlethal

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SITREP[Employment

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RFI [MediaRelations

NewsMedia]

RFI[Visitors

NewsMedia]

INTREP[INTEL

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COORD[Strategic

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SupportRequest[Supply

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Nation]

SITREP[Peacekeeping

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COORD

[AdvanceElement

HomeStation]

RFI [IG

HomeStation]

RRFI[DISA]

Guidance

& DIRs[OPSINFO

CINC HQ

Guidance& DIRs

[Medical

CINC HQSurgeon]

COORD[SpaceCOMMO

JTFCINC

HQ J-6]

Guidance& DIRs

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CINCJCEOI

[CINCHQJ-6]

Advice

[StrategicCINC HQ

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OPLAN[CINC

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OPLAN[CINC

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OPLAN[CINCHQ J-5]

OPLAN[CINC

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OPLAN

[CINCHQ J-5]

OPLAN[CINC

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Guidance

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J-4]

RRFI

[INTELSharingCINC

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Guidance& DIRs[INTEL

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INTSUM[CINC

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Guidance &DIRs

[Personnel

CINC HQJ-1]

Guidance

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RRFI[Policy USEmbassy]RRFI

[JTFForcesCINC]

Guidance& DIRs

[JTF C2CINC]

Guidance& DIRs[OPS

CINC HQ

OPORD[CINC

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OPORD[CINCHQ J-3]

OPORD[CINC

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OPORD[CINC

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RFF(Request

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COORD[PeacekeepingEnforcement

OPS JTF JOC]

COORD[Estimates]

COORD[COA] RRFI

[Media

RelationsJTF JIB]Advice[Media

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JTF PAO]

PA OPSRPT

[MediaRelations

JTF PAO]

COORD[Civil

MilitaryOperations

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COORD[Civil

MilitaryOperationsJTF CMOC]

COORD[Civil

MilitaryOperations

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COORD[Peacekeeping

Enforcement

OPS JTF JOC]

PA OPS

RPT[Media

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Advice[Media

RelationsJTF PAO]

OPLANProducts

[CivilMilitary

OPS JTFJPG]

OPORDProducts

[CivilMilitary

OPS JTFJ-3 Future

OPS]

Advice

[CivilianMilitary

OperationsJTF CMOC]

StatusReport [Civil

MilitaryOperations

JTF CMOC]

DRAFT OPORDProducts [Long

RangePeacekeeping

EnforcementOPS JTF JPG]

OPORD

Products [ShortRange

PeacekeepingEnforcementOPS JTF J-3

Future OPS]

COP Update[Peacekeeping

EnforcementOPS JTF JOC]

FREQRQST

[FrequencyRequests

JTF J-6Future OPS

COORD[Space

COMMOJTF J-6RSSC

LNO]

COMMSTAT

[JTF J-6JCCC

Current OPS]

Guidance

& DIRs [IOJTF

DeputyCDR]

Guidance &DIRs [INTEL

JTF J-2OPS/Current

OPS]

SITREP

[INTELSystemsStatusJTF J-2INTEL

Systems]

COORD[JTF J-4

LRC]

COORD[Advance

Element JTF

Commandant]

COORD[Advance

Element JTF

Commandant]

CDRGuidance

[JTFForces

JTF CDR]

RFI[JTF

ForcesJTF

CDR]

LOG

SITREP /LOGSTAT

[LOG &ReadinessReporting

JTF J-4 Log

Reporting]

MVMT RQST[Transportation

JTF

Transportation]

LOGSITREP /LOGSTAT

[JTFLogisticsSituationJTF J-4LRC]

SITREP[J-4 SECJTF J-4

ADMIN]

COORD[Resource

SharingJTF J-4

LNO]

COORD[Resource

SharingJTF J-4

LNO]

RFI[PolicyJTF J-5Policy]

POL-MILPolicy

[JTF J-5Policy]

SITREP[J-5

SEC

JTF J-5ADMIN]SITREP

[J-6SEC

JTF J-6

ADMIN]

RFI[DISA

JTFJ-6

DISALNO]

COORD[Space

COMMO

JTF J-6RSSCLNO] SITREP

[J-1SEC

JTF J-1ADMIN]

COORD[PERS

ServicesJTF J-1

PERSServices]

COORD[PERS

ServicesJTF J-1PERS

Services]

COORD[PERSServices

JTF J-1PERS

Services]

JPERSTATRPT

[ManpowerAvailability

andDistribution

JTF J-1Manpower

MGMT]COORD

[Personnel

Aspects ofJTF OPSJTF J-1Plans &

OPS]

COORD[PersonnelAspects ofJTF OPS

JTF J-1Plans &

OPS]

COORD

[NewPERSJPRC]

COORD[New

PERSJPRC]

COORD[NewPERSJPRC]

SITREP

[IndirectFires JTFJ-3 JFE]

SITREP[J-3

SECJTF J-3

ADMIN]

RFI[INTELSharing

JTF J-2LNO]

SITREP[J-2

SECJTF J-2ADMIN]

Guidance

& DIRs[Public

Affairs JTFDeputyCDR]

Guidance& DIRs[JTF

DeputyCDR]

Guidance& DIRs

[JTF

DeputyCDR]

COORD[VisitorsJTF JVB]COORD

[VisitorsJTF JVB]

RRFI

[VisitorsJTF JVB]

Guidance

& DIRs[CofS]

Advice

[PoliticalJTF

PoliticalAdviser]

Guidance

& DIRs [IGOPS

HomeStationJTF IG]

Guidance& DIRs [IG

OPS JTFIG]

COORD [IGAssessment

JTF IG]

COORD [IG

AssessmentJTF IG]

COORD[Life

SupportJTF J-6HQ SPT]

INFO[Operational

JTF JOC]

INFO[Operational

JTF JOC]

INFO

[OperationalJTF JOC]

CEOI

[JTFJ-6

FuturePlans

& OPS]

Frequency Plan[ElectromagneticSpectrum MNGTJTF J-6 FutureOPS & Plans]

CDRGuidance

[OperationalEnd State

JTF CDR]

CDR

Guidance[OperationalEnd StateJTF CDR]

COA[ApprovedJTF CDR]

CDRGuidance

[PlanningJTF CDR]

CDRGuidance[PlanningJTF CDR]

LOGSITREP /

LOGSTAT

[JTFLogisticsSituationJTF J-4

LRC]

CDRGuidance[Planning

JTF CDR]

CDRGuidance[Planning

JTF CDR]

CDRGuidance

[PlanningJTF CDR]

INTREP

[Indications /Warning JTF

J-2 JISE]

INTREP

[CurrentINTEL

JTF J-2JISE]

PIRs[RecommendedJTF J-2 Plans

and OPS]

RRFI[JTF

J-2Plansand

OPS]

RFI[JTF

J-2Plans

andOPS]

INTREP

[INTELUpdateJTF J-2

JISE]

COP Update

[Employmentof INFO Attack

JTF JOC]

INTREP[NearRealTime

INTELJTF J-2JISE]

OPLANProducts

[JOAINTEL

JTF J-2JISE]

OPORD

Products[Short RangeEmployment

of INFOAttack JTF

J 3 IO Cell]

OPLAN

Products[Long RangeEmployment

of INFOAttack JTF

J 3 IO Cell]

SITREP [IOIntegrationJTF J-3 IO

Cell]

SITREP[IO

ControlJTF J-3

IO Cell]

INTREP[INTELUpdateJTF J-2

JISE]

INTREP

[Follow -On INTEL

Supportto theJOA

PlannersJTF J-2JISE]

Planning

Products[INTELJTF J-2JISE]

INFO[INTELCenter

of

GravityJTF J-2JISE]

INTREP[Current

INTELJTF J-2

JISE]

MEDSITREP[Health

ServicesResources

JTFSurgeon]

REPOL[JTF

SUB -AreaPOL

Office]

REPOL[JTF

SUB -

AreaPOL

Office]

REPOL[JTF

SUB -Area

POLOffice]

CasualtyRPT [JOACasualtyFlow JTFJPMRC]

MED

SITREP[Health

ServicesResources

JTF

Surgeon]

Advice[MAINT

Policies /

ProgramsJTF J-4MAINT]

COP Update[MaintenanceCapabilities

JTF J-4 MAINT]

MAINT DATA[MaintenanceCapabilities

JTF J-4 Maint]COORD[MAINT

&Salvage

OPS JTFJ-4

MAINT]

COORD[MAINT

&Salvage

OPS JTFJ-4

MAINT]

COORD[MAINT

&

SalvageOPS JTF

J-4MAINT]

COORD[SupplySupportJTF J-4Supply]

COORD

[SupplySupportJTF J-4Supply]

COORD[SupplySupport

JTF J-4Supply]

Advice[SupplySupportJTF J-4Supply]

SupplyPT &FLD

SVCStatus

RPT[JTF J-4Supply]

SupplyPT &

FLDSVC

StatusRPT

[JTF J-4Supply]

OPLANProducts

[Long RangePSYOP

Employment

JTF JPG]

OPORDProducts

[Short RangePSYOP

EmploymentJTF J-3

Special OPS]

COP Update[PSYOP

EmploymentJTF JOC]

HPTL[JTF

JTCB]

OPLANProducts

[Long RangeEmploymentof Electronic

Attack JTFJPG]

OPORDProducts

[Short RangeEmploymentof Electronic

Attack JTFJ-3 IO Cell]

COP Update[Employmentof ElectronicAttack JTF

JOC]

OPLANProducts

[Long Range

Plan forAttack on

Personnel /Equipment /Installations

UsingNonlethal

Means JTFJPG]

OPORDProducts

[Short RangePlan to

Overcome

OperationallySignificantBarriers /

Obstacles /Mines JTF J-3

IO Cell]

COP Update[Attack on

Personnel /Equipment /Installations

UsingNonlethal

Means JTFJOC]

OPORDProducts

[Operational

Fires and AirApportionment

JTF JTCB]

HPTL[JTF

JTCB]

SITREP[FCE]

SITREP[FCE]

OPORDProductsand Other

NEOTasking

[JTF JOC]

COORDand

Liaison[FCE]

COORD[Evacuation of

NoncombatantsJTF JOC]

OPLAN Products[Long Range

Evacuation ofNoncombatants

JTF JPG]

OPORDProducts [Short

RangeEvacuation of

Noncombatants

JTF J-3 Future

OPORDProducts

[Short RangeCountermineActivities JTF

Engineer]

OPLANProducts

[Long RangeCountermineActivities JTF

JPG]

OPSOverlay[Force

Posture

JTF J-3FutureOPS]

COORD

[Estimates]

COORD

[COA]

MSR Proposal: Model Driven C2 Requirements & Code Generation

Process Model Representation

Affinity Matrix

Act

iviti

es

Information Elements Pure Application 1

Pure Application 2

Pure Application …

Pure Application n

Application Architecture RequirementsSpewak Methodology

Model Driven Architecture (MDA)

Unified Modeling Language (UML) Automatic Code Generation

Object Management Group (OMG)

Workflow Management

Wf/XML

Workflow Management Coalition

XML Process Definition Language

Business Process Model Notation (BPMN) / XML Metadata Interchange (XMI)

Business Process Execution Language (BPEL)

Business Process Management Initiative (BPMI)

Automatic Code Generation

Second request: Want to build on one slide how to fit all these bits together.

The group thought this was indeed possible & that feedback would be provided to him offline.

Broke for lunch at 12:05. Reconvened at 1.12.

On request by Mari, IG produced a list of BPMN adoption vendors.

Suggestion by JB: What’s important to BPMI and what do we need to accomplish this mission. Expanded by Mari Georges:

18

• Secure BPMN as an asset in every sense • Innovation on a key capabilities • Clear message to confused public • Being the Reference Body on BPM • Expand our membership

BPM Stack

IG produced this list:

The group discussed the proposed stack as shown in HS slides:


Standard BPM Stack

BPMNBusiness Process Modeling Notation

(Defined as UML Profile with XML Serialization)

BPSMBusiness Process Semantic Model

(Defined as UML Class Diagram)

BPML 2.0Business Process Modeling Language

(Extends BPEL4WS 1.1 to cover Transactions, Business Rules, Task Management, Human Interactions)

Web Services Stack(WSDL, UDDI, and other relevant specifications)

BPQLBusiness Process Query Language

WS-CDLChoreography Description Language

BPELBusiness Process Execution Language

19

Discussion:

• BPMI is in the business of clarifying the stack, • How BPMI’s works fits in with all the other stds bodies. • Should ontology be included with BPSM layer • Why are BPEL & Web Services stack on here? • Things in grey are done by other people, blue is by BPMI.org

It was generally felt that the hour-glass figure was an excellent representation of how the stack could also be portrayed.

BPMEnterprise &

Business World


BP

Execution

BPMN

Modelling

BP?LMeta-Model

Business Analysts

BPEL/BPML

StrategyConsultants

IT Implementers

BPMIScope Focus

Relationships with other bodies:


Relationships to other groups

WfMCAlliance based on shared vision/different needs

OASISMemberAdoption of BPEL

OMGCooperationComplementary to MDA

W3CConsume core standardsMake submissions

PrinciplesIntellectual PropertyScope and OwnershipSubmissionsDonationsCooperation

20

It was agreed that negotiation with other stds bodies should be added to the task list. We have to know how we fit in with the community.

Considerable discussion on the issues of our relevance within the industry followed. It was agreed that we have to talk to other parties.

Mission statement discussion

Kicked off by Derek: Mission is to become the reference place for understanding the business process. Have a clear message about BPMS. Clarity rather than quantity.

Mari: Bring light to areas yet to be explored and find the path forward in the BP space. Processes are assets.

IG: Clearing house for BPM standards; a portal

Task list addition suggested by Derek – more webinars to educate members with leading users. Agreed.

Action item: Derek to lead a webinar series. Submit quote to BPMI for time to do this.

• Final mission statement • Mission • Values • Vision (reference body on BPM)

Strategy

IG produced the following lists

21

Discussion:

Jan: Value = wide-spread adoption.

Mari: Use the hourglass as our metaphor; extend to areas that reduce risk to BPMI’s existence & increase the probability of wide-spread adoption.

The group liked Jan comment, Mari’s proposal and agreed with Jeanne’s summary:

Create a Primer = simple slides: eg:

1. Hour glass 2. tech stack 3. text mission statement

There being no further time to discuss additional issues, the group agreed to review and follow through on the action items off-line and thus ended the meeting.

Proposed by Ismael Ghalimi and seconded by Derek Miers, the meeting closed at 15.05

b usiness p rocess m anagement i nitiative minutes member ... · • feedback on bpmn 1.0...

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