process identification and reuse af bo ebro christensen, ibm
DESCRIPTION
Oplægget blev holdt ved InfinIT-arrangementet "Identification and reuse of processes", der blev afholdt den 29. september 2010. Læs mere om arrangementet her: http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportager/fremtiden_ligger_i_procesdeling.htmTRANSCRIPT
© Copyright IBM Corporation 2007
Process Identification and ReuseBo Ebro Christensen, Executive IT Architect, IBM
Topics – sources of reuse
Introduction – why is this important
Component Business Modelling
APQC.org
Industry Models
Industry Frameworks
Arbejdsgangsbanken
Workflowpatterns.com
Standards
”Open Process Environment” for collaboration - BPM BlueWorks et al
10 April 2023 2
Bo Ebro Christensen
About IBM
IBM World Wide: 398.000 employees
IBM DK
4300 Employees
20% revenue from Software & Hardware
80% revenue from services
IBM must develop a point of view on all aspects of the industry
IBM must develop best practices and reuse what we have – internally and externally
10 April 2023 3
Bo Ebro Christensen
About Bo Ebro Christensen
Working with BPM implementation since 2002 on a Nordic level
Working with Digitalization since 2008
Worked several years with Productivity Measurements of Development Processes (Function Point & other metrics = the KPI of the development process)
Digitaliser2010 major ”take aways”
”The bottleneck today is our ability to exploit technology, not technology itself”
”For the next 10-15 years 100.000 people will stop working and only 50.000 pr year will start working”
We must start working smarter – or reduce service level
Team lead since 2008 for Smart Work Nordics - part of IBMs ”Smarter Planet” concept – aimed at exploiting technology at a World Wide level
10 April 2023 4
Bo Ebro Christensen
Non-reuse is non-smart work
5
Enterprice, LoB, business area
Process landscapeProcess groups
BPM Disciplines – coarse grained – used for this discussion onlyProcess Modeling Focus Monitoring / measurements Focus
Single process and related artefacts
Strategy, goals, competencies, capabilitiesCritical success factors etc
Key Performance Indicators, consistency, validation
Key Performance Indicators,- Benchmark results within organization and across orgs
IT non-functional requirements
6
Level 0 - Addressing overall organizational goals, aka (list of) 'key business objectives' that are implemented by an organizations‘
processes
Level 1 - Big process groups categorized in e.g. functional domains or business units: processes of Human Resource,
Logistics, Finance, identification of large 'business activities', etc
Level 2 - (list of) Key processes of a functional domain or business unit, e.g. for Human Resources: Recruitment,
Payroll, Education Programs, etc
Level 3 - First layout of an identified process, includes (high level process
map) activities and resources of a targeted process, still high level, no
control flow details, rather a 'sequence of process steps'
Level 4 - Detailed physical business process model incl
control flow (sequences, parallelism, loops, etc)
Level 5 - Detailed physical business
now adapted to 'runtime‘
limitations
Level 6 - Execution / implementation model incl
all technical details for process deployment on
process platform (production environment)
Process Identification
Process Definition
Process Deployment
Process Design
Landscape
Mo
d.
Fo
r E
xe
cu
tio
n
Mo
d.
Fo
r D
oc
u
Mo
d.
Fo
r R
ed
es
ign
Conceptual Enterprise (Objectives)
Conceptual Process Domains / Groups
Logical Process Domains / Process Groups
Logical Basic Business Process
Business Physical Process
Technical Physical Process
Implementation Process
Business (Process) Modeling – Pyramid From Level 0 down to Level 6
Bu
siness
strategist
Bu
siness
analyst
Pro
cess arch
itect
Integ
ration
sp
ecialist
WHAT
HOW
level name level description user role
Mo
d.
Ex
ec
ute
+M
on
ito
r
Upper level tools for reuse
10 April 2023Nordic BPM Push PlayBo Ebro Christensen
9
PI
P Def
P Depl
P Des
L
D
EComponent Business
Modelling
Capability Map, Strategy Map,Linked to measures
• CBM maps available for some 50 industries• Public framework (FORM) based on CBM for DK Public Sector
From components to services – establishing the process pipeline
C = Competitive
Target Competency
B = Base
ML = Market Leader
Revenue / Cost
Revenue
Cost
“Hot” Component
Target Competency
B = BaseC = CompetitiveD = Differentiated
% Revenue / Cost
RevenueCost“Hot” Component
FinancialManagement
Customer Accounting
CustomerService and
Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
BU Administration
Manage Alliance Rel
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/L Product Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans
Customer Portfolio and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting)
Customer Profile
Contact/Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Mgmt
Rewards Mgmt
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
BillingTreasuryAuthorizations
Sales and Cross-Sell
Service/Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
H L
L M
M L
M L
M L
M H
L M M LL L
L L
L L
L L
M M
M L
M H
L L
H L
M M
M L
H M
H L
H H
M M
L M
L M
M L
L L
L L
L M
M M
M L
M L
M L
L L
M M
L M
M L M L
L H
M L
M L L L
M M
M H
L M
L M
L LL L
L L L L L L
M L
High = $150M
Med = $70M
Low = $10M
High = $160M
Med = $75M
Low = $11M
C = Competitive
Target Competency
B = Base
ML = Market Leader
Revenue / Cost
Revenue
Cost
“Hot” Component
Target Competency
B = BaseC = CompetitiveD = Differentiated
Target Competency
B = BaseC = CompetitiveD = Differentiated
% Revenue / Cost
RevenueCost“Hot” Component
% Revenue / Cost
RevenueCost“Hot” Component
FinancialManagement
Customer Accounting
CustomerService and
Sales
Customer Portfolio
ManagementAcquisitions
BusinessAdministration
ProductManagement
Product Operations
Planning&
Analysis
Checks&
Controls
Execution
Business Planning
Business Architecture
BU Administration
Manage Alliance Rel
Policy & Procedure Manuals
HR Management
Administer Alliance SLAs
Audit/ QA/ Legal
Facilities
Develop and Operate Systems
Accounting and G/L Product Directory
Product Development and Deployment
Marketing
Market Research
Acquisition Planning and Oversight
Managing Products
Sector Marketing Plans
Customer Portfolio and Analysis
Credit and Risk Management
Application Processing
Customer Behavior Decisioning
Target Lists (Prospecting)
Customer Profile
Contact/Event History
Correspondence
Campaign Execution
Smart Routing
Servicing
(Dialogue Handler)
Inventory Mgmt
Rewards Mgmt
Product Processing
Financial Capture Payments
Customer Account
Merchant Operations
Collections and Recovery
Financial Consolidation
BillingTreasuryAuthorizations
Sales and Cross-Sell
Service/Sales Administration
Reconciliations
Financial Control
Operations Administration
SecuritizationCase Handling
Customer Accounting Policies
Product Operations Management
Risk ManagementCustomer Servicing and Sales Planning
H L
L M
M L
M L
M L
M H
L M M LM LL L
L LL L
L LL L
L LL L
M M
M L
M H
L L
H L
M M
M L
H M
H L
H H
M M
L M
L M
M L
L L
L L
L M
M M
M L
M L
M L
L L
M M
L M
M L M L
L H
M L
M L L L
M M
M H
L M
L M
L LL L
L L L L L LL L
M LM L
High = $150M
Med = $70M
Low = $10M
High = $160M
Med = $75M
Low = $11M
10 April 2023 12Bo Ebro Christensen
Prioritized list of to-be process models
List of Service definitions
CBM heat-maps helps you set the scope and priority
Identify and evaluate benefit of processes
List of roles/actors
APQC Categories
10 April 2023 13
Bo Ebro Christensen
•Non profit org aimed at standardising and improving processes•Originally a generic process taxonomy – now with industry specific taxonomies• Mostly known for process taxonomy, standard KPIs and benchmark gathering
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Bo Ebro Christensen
KPIs
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Bo Ebro Christensen
APQC.ORG
10 April 2023
Bo Ebro Christensen
17
PI
P Def
P Depl
P Des
L
D
ETaxonomy of processes down to business activity level
Predefined KPIs for measurements and benchmarking
Industry Models
10 April 2023 18
Bo Ebro Christensen
PI
P Def
P Depl
P Des
L
D
E • Industry Models describe generic processes and the context of these for an entire industry• Typically 3-400 processes are identifed and mapped• Also describes generic services to be invoked• Usually no KPIs – or just KPIs in text form• Not executable processes – needs to be extended and mapped to existing services
Industry Models for Financial Services - unique asset that ties Business and IT together
Basis for enterprise architecture and model based application development
Rapidly and accurately define the scope of projects, existing applications and new initiatives
Enterprise-wide specification for data marts and the enterprise data warehouse
Comprehensive basis for process improvement and simplification
Object and Integration Models
Data Warehouse
Models
Business Process Models
Foundation Models
Data Model Function Model Workflow Model
Enterprise wide specification and design for software components andService Oriented Architectures
Industry Frameworks
10 April 2023 20
Bo Ebro Christensen
PI
P Def
P Depl
P Des
L
D
E
PI
P Def
P Depl
P Des
L
D
E
Industry Models Industry Frameworks
Industry models covers all business activities within an industry – but no executable processes only hundreds of process models.Industry frameworks typically contains sample executable processes with KPIs.Typically cover a specific segment of business eg ”Health Care Provider”
Arbejdsgangsbanken
Danish initiative to establish a public repository of processes in a reusable context
Public repository for members (fee)
Several samples of actual processes within the same area.
10 April 2023 23
Bo Ebro Christensen
PI
P Def
P Depl
P Des
L
D
E
Patterns – eg Workflowpatterns.com
10 April 2023 24
Bo Ebro Christensen
• Originally some 20 control flow modelling patterns with good examples,descriptions and variations• Used as a benchmarking tool for BPM vendors• Now 125+ patterns for control flows, data, and resource patterns• More mathematical notation in newer versions
• Get the old description – good stuff for specific and often difficult modelling patterns
• Pattern usage comes in many forms and help accellerate and uniform modelling and make models more readable
Sample: Pattern 9: Discriminator N out of M
Patterns (and anti-patterns) build into some modelling tools and into some modelling ”advisor” tools
Patterns – workflowpatterns.com
10 April 2023 25
Bo Ebro Christensen
PI
P Def
P Depl
P Des
L
D
E • Patterns are used to accellerate modelling• No KPIs associated with workflow patterns• Patterns for KPIs exist elsewhere
Standards within Process Modelling
10 April 2023 26
Bo Ebro Christensen
BPEL
XPDL
BPMN
WSDL
FDML
FDLWSFL
BPELJ
WSBPEL
BPML
BPEL4WS ebXML
WSCI
YAWL
WS-CDL
BPXL
BPSS
BPEL4People
Standards have slowly merged into a few but mature standards
...but still we dont have true reusability across vendors
WSBPEL BPMN 2.0