BPM for developers

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<ul><li> 1. BPM for developers: improve agility of implementations A. Samarin </li> <li> 2. About me An enterprise architect From a programmer to a systems architect Experience in scientific, international, governmental and industry environments: CERN, ISO, IOC, BUPA, Groupe Mutuel, State of Geneva, EDQM, Bund ISB, AfDB Have created systems which work without me Practical adviser for design and implementation of enterprise architectures and solutions My main tool is a blend of: BPM, SOA, EA, ECM, governance and strategy Blog http://improving-bpm-systems.blogspot.com/ PhD in computer graphics and 2 published books A. Samarin 2013 BPM for developers, v1 2 </li> <li> 3. Agenda BPM Process Coordination Automation Implementation model A. Samarin 2013 BPM for developers, v1 3 </li> <li> 4. Business Process Management (BPM) is a tool for improving business performance A natural evolution of BPR, Lean, ISO 9001, 6 A multitude of tools Sigma handle processesThe theory The toolsBPM as a discipline BPM as software: The aim is to have a single(use processes to business description of BPM suite (BPMS)manage an processes:enterprise) - model in design - input for project planning and execution An enterprise portfolio - executable program for of the business coordination of work processes as well as - documentation for all the practices and tools staff members for governing the - basis for management design, execution and decisions evolution of this The practice portfolio Any process-centric enterprise has some BPM, but how can we industrialise this BPM? A. Samarin 2013 BPM for developers, v1 4 </li> <li> 5. BPM as a management discipline (1) BPM as a management discipline about how to use processes to manage the enterprise to model, automate, execute, control, measure and optimise the flow of business activities that span the enterprises systems, employees, customers and partners within and beyond the enterprise boundaries Model means to make known, to describe or to communicate a plan of how to carry out future actions to obtain a desired outcome To plan To simulate A. Samarin 2013 BPM for developers, v1 5 </li> <li> 6. BPM as a management discipline (2) Automate means to instrument the proposed plan of work by some existing or new tools To instrument Optimise means to introduce formally justified changes To reflect To refactor To improve Those 6 BPM functions are applied iteratively and continuously A. Samarin 2013 BPM for developers, v1 6 </li> <li> 7. Feedback improvement loop An enterprise is a complex, dynamic and adaptive system; one can improve it by: measuring observing deciding implementing 2 3 4 1 A. Samarin 2013 BPM for developers, v1 7 </li> <li> 8. Process improvement disciplines A. Samarin 2013 BPM for developers, v1 8 </li> <li> 9. Process-oriented view of an enterprise (before BPM) A. Samarin 2013 BPM for developers, v1 9 </li> <li> 10. Process-oriented view of an enterprise (with BPM) A. Samarin 2013 BPM for developers, v1 10 </li> <li> 11. Process-oriented view of an enterprise (with BPM) A. Samarin 2013 BPM for developers, v1 11 </li> <li> 12. BPM suite components A. Samarin 2013 BPM for developers, v1 12 </li> <li> 13. BPM suite components (extended list) A. Samarin 2013 BPM for developers, v1 13 </li> <li> 14. Be ready for common (mis-)understanding A. Samarin 2013 BPM for developers, v1 14 </li> <li> 15. Process anatomy (1) The business is driven by events For each event there is a process to be executed Process coordinates execution of activities The execution is carried out in accordance with business rules A. Samarin 2013 BPM for developers, v1 15 </li> <li> 16. Process anatomy (2) Each business activity operates with some business objects A group of staff member (business role) is responsible for the execution of each activity The execution of business processes produces audit trails Audit trails (which are very detailed) are also used for the calculation of Key Performance Indicators (KPIs) A. Samarin 2013 BPM for developers, v1 16 </li> <li> 17. Process templates and instances Process template a formal description of the process Templates Instances and their Process instance versions enactment of a process template Different variations of relationship between template and instance A. Samarin 2013 BPM for developers, v1 17 </li> <li> 18. Different enterprise artefacts Business artefacts Events Human Processes workflow Data structures Activities Roles Roles Documents Events Rules Rules Processes Data &amp; documents Services Audit trails Audit trails KPIs Performance indicators Services Organisational and technical artefacts A. Samarin 2013 BPM for developers, v1 18 </li> <li> 19. Business processes are complex relationships between artefacts Who (roles) is doing What (business objects), When (coordination of activities), Why (business rules), How (business activities) and with Which Results (performance indicators) Make these relationships explicit and executable What you model is what you execute A. Samarin 2013 BPM for developers, v1 19 </li> <li> 20. Services and processes (1) Services are considered to be explicitly-defined and operationally-independent units of functionality Formal description Operational independence Invisible implementation A. Samarin 2013 BPM for developers, v1 20 </li> <li> 21. Services and processes (2) Processes are considered to be an explicitly-defined coordination of services to create a particular outcome Formal description Coordination A. Samarin 2013 BPM for developers, v1 21 </li> <li> 22. Synergy between BPM and SOA (1) structuring relationships BPM, by revealing the artefacts and the relationships between them, provides the necessary context (e.g. granularity) for the definition of services SOA provides recommendations for the implementation, execution and governance of services A. Samarin 2013 BPM for developers, v1 22 </li> <li> 23. Synergy between BPM and SOA (2) structuring relationships Each enterprise is a complex, dynamic, unique and fractal relationship between services and processes All processes are services Some operations of a service can be implemented as a process A process includes services in its implementation service process A. Samarin 2013 BPM for developers, v1 23 </li> <li> 24. Coordination between activities Interdependencies between activities must be managed Coordination can be: implicit vs explicit human vs automated centralised vs decentralised imperative vs declarative strong vs weak May change over the time (e.g. a crisis situation) A. Samarin 2013 BPM for developers, v1 24 </li> <li> 25. Different scales of coordination Controls on the same page Flow of pages Integration of services Human workflow Business-to-business A. Samarin 2013 BPM for developers, v1 25 </li> <li> 26. The explicit coordination brings several advantages It allows planning and simulation of the behaviour of a service to evaluate its performance. If that service uses other services, then the demand-side needs for those services can also be evaluated. It can be made to be executable, thus guiding how work is done. It allows control that the actual behaviour of the service matches its intended behaviour, thus pro-actively detecting potential problematic situations. It allows the measurement within a service of the dynamics of different characteristics, e.g. valuing, costing, risk, etc. A. Samarin 2013 BPM for developers, v1 26 </li> <li> 27. Explicit coordination techniques template-based (or token-based) event-based (or business-events-based) data-based (or business-objects-based) rule-based (or business-rules-based) role-based (or business-roles-based) intelligence-based (or business-intelligence-based) goal-based (also known as purpose-based) performance-based community-based etc. A. Samarin 2013 BPM for developers, v1 27 </li> <li> 28. Coordination logic in BPMN (1) Template-based static connection of flow objects or sequence relationship (predecessor and successor) similar to a river (upstream and downstream) process template is an abstract description of a process A. Samarin 2013 BPM for developers, v1 28 </li> <li> 29. Coordination logic in BPMN (2) Click for animation Token-based token marks elements which active at a particular time dynamic connection of flow objects or synchronisation (wait for) / chronologic relationship similar to a flock of ducks (split and join) several tokens may co-exist A. Samarin 2013 BPM for developers, v1 29 </li> <li> 30. Coordination logic in BPMN (3) Click for animation Event-based non-structured synchronisation between tokens exchange of mes...</li></ul>