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Workshop presentation from Progress Revolution user conference in Boston, September 2011
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Sandy Kemsley l www.column2.com l @skemsley
Introduction To BPM
Copyright Kemsley Design Ltd., 2011 1
My History in BPM
l Mid-late 80’s: from satellite imaging to
document imaging to workflow
l Early 90’s: built desktop imaging/workflow
product
l Mid-late 90’s: integrate custom imaging,
workflow, EAI and e-commerce systems
l 2000-1: FileNet BPM evangelist
l 2002-now: BPM and Enterprise 2.0
consulting, blogger and industry analyst
2 Copyright Kemsley Design Ltd., 2011
Agenda
l Defining BPM l The methodology and the technology
l The value of BPM
l Evolution of the BPMS
l Trends in BPM and BPMS
l Implementing a BPMS l Use cases and BPMS characteristics
l Started and growing a BPM initiative
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Defining BPM
Part 1
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Methodology AND Technology
Copyright Kemsley Design Ltd., 2011 5
What is BPM?
BPM is a management practice that provides for
governance of a business’ process environment
toward the goal of improving agility and
operational performance.
BPM is a structured approach employing methods,
policies, metrics, management practices and
software tools to manage and continuously
optimize an organization’s activities and
processes.
Gartner
Copyright Kemsley Design Ltd., 2011 6
BPM Defined
l A management discipline for improving
cross-functional business processes
l The methods and technology tools used to
manage and optimize business processes
Copyright Kemsley Design Ltd., 2011 7
The Value of BPM
Copyright Kemsley Design Ltd., 2011 8
Copyright Kemsley Design Ltd., 2008 9
BPM Goals
l Efficiency l Automating steps and handoffs
l Integrating systems and data sources
l Compliance l Achieving and proving standardization
l Agility l Changing processes quickly and easily
l Visibility l See what’s happening in a process
Copyright Kemsley Design Ltd., 2008 10
Benefits of BPM
l Process improvement l Cost savings
l Increased revenue
l Improved time-to-market
l Additional business opportunities
l Business agility through process agility
l Self-documenting processes
The Evolution of BPMS
Part 2
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History of BPM to mid-2000’s
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BPM Suite
“Integration-focused” BPM “Pure-play” BPM
Administrative BPM Collaborative BPM Embedded BPM
ex
ten
d
Simple workflow (build)
Lightweight EAI (OEM)
ex
ten
d
Workflow
(person-to-person)
EAI/IBS
(system-to-system)
Business activity monitoring
Process governance
Process simulation
Business rules
Process modeling
B2Bi
From 2005 To Now
l Model-driven development
l Emergence of standards
l Integration of key related technologies
l Social software impacts
l Composite development environment
l Market convergence and consolidation
13 Copyright Kemsley Design Ltd., 2011
What’s In Today’s BPMS?
l Process modeling
l Execution engine
l User interfaces,
including social
and collaborative
l Integration
l Business rules
l Monitoring and
governance
l Dashboards,
reporting and
analysis
l Simulation and
optimization
l Application
templates
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The BPM Cycle
Discover
Design
Build
Execute
Analyze
Optimize
Copyright Kemsley Design Ltd., 2011 15
Importance of Model-Driven BPM
l Reduces need for custom development l Graphical model auto-translates to executing
process: “zero code” BPM
l IT resistance to ceding control
l Enables business-IT collaboration l Business people can create and view process
models
l Business resistance to participation
16 Copyright Kemsley Design Ltd., 2011
BPM Standards
Copyright Kemsley Design Ltd., 2011 17
Why BPMN?
l OMG-supported standard
l Support by many tool vendors
l Training and certification programs
l Ongoing enhancements in BPMN 2.0: l Advanced event modelling
l Serialization for model interchange
l Execution semantics
Copyright Kemsley Design Ltd., 2011 18
BPMN: The Rosetta Stone of
Process
Copyright Kemsley Design Ltd., 2011 19
l Enables
communication
between different
audiences: l Business users
l Business analysts
l Technical
implementers
BPMN Is Simple...
l Activity
l Gateway
l Event
l Data
lSource: http://bpmb.de/poster
The BPMN 2.0 Problem
l More than 100 elements
l Unlikely to be fully understood by most
experts, much less users
l Unlikely to be fully supported by most
vendors
l Has led to rejection of BPMN in favor of
“simpler” modeling paradigms
Copyright Kemsley Design Ltd., 2011 23
lSource: M. zur Muehlen,
lStevens Institute of
lTechnology
The BPMN 2.0 Solution
l Not everyone needs to learn everything
l Group BPMN elements into sets used by
different personas l Business user
l Business analyst
l Architect/developer
l Each level adds more detail to model
BPMN 2.0 Subclasses
Executable
Analytic
Descriptive
Simple
l Simple: start, end,
task, sequence flow,
AND, OR, subprocess
l Descriptive: add task
types, event types,
swimlanes, message
flows, data objects
l Analytic: full enterprise
architecture modelling
l Executable: complete
set for executable
models Copyright Kemsley Design Ltd., 2011 25
BPM and SOA
Copyright Kemsley Design Ltd., 2011 26
BPM And SOA
Process Step 1
Process Step 2
Process Step 3
Process Step 4
Copyright Kemsley Design Ltd., 2011 27
Service A
• Call legacy system
Service B
• Call database
Service C
• Call ERP system
Service D
• External web service
Service E
• Internal web service
BPM And SOA Together
l BPM is the “killer app” for SOA; SOA is the
enabling infrastructure for BPM l SOA alone only allows you to design and build
a set of services
l BPM alone would require custom coding for
each system integration
l BPM + SOA orchestrates people and
services into a business process
Copyright Kemsley Design Ltd., 2011 28
SOA And Process Modeling
l Discovering services l What services already exist
l Whether existing services meet the needs
l Specifying services l What new services need to be created
l What legacy functions need to be wrapped in
services
Copyright Kemsley Design Ltd., 2011 29
Implementing BPM And SOA
l Two basic approaches l Bottom-up — SOA then BPM
l Generate services from existing apps
l Consume services in processes
l Top-down — BPM drives SOA
l Model processes
l Identify and build services required
l In practice, a combination of both
approaches
Copyright Kemsley Design Ltd., 2011 30
Issues And Challenges
l Different vendors and products
l SOA and BPM seen as competitive
l Competing standards
l Separate initiatives within end-user
organizations l Developed independently in different
departments
l Different sponsors and champions
Copyright Kemsley Design Ltd., 2011 31
Trends in BPM and BPMS
Part 3
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Business-Driven Trends in BPM
Business Driver Resulting Change in BPM
Knowledge work is replacing
routine work
More agile to allow flexible
business processes
The value of collaboration in
business is recognized
More social to allow
collaboration within BPM
Need to respond quickly to
changing events
Event-driven intelligent
processes
Business demands greater
control over processes
End-user tools for business-
led design
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The Impact of Social Software
Copyright Kemsley Design Ltd., 2011 34
What Is Enterprise 2.0?
l Enterprise-facing social software
l Business purpose, not purely social: l Social interaction to strengthen weak ties
l Social production to collaboratively produce
content
l SaaS or on-premise
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Drivers For BPM + Enterprise 2.0
l Changing user expectations
l Trends towards greater collaboration
l Lack of agility in many current BPMS
implementations
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Social Software Impacts:
The Four C’s
l Collaboration
l Configurability
l Cloud
l Community
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Design-Time Collaboration
l Multiple people participate in process
discovery l Internal and external
l Technical and business
l Captures “tribal knowledge”
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Runtime Collaboration
l User adds new participants to leverage
knowledge and relationship
l User discussions linked to process
instance l Threaded discussions
l Wiki pages
l Instant messaging
l Tags and categories
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Process Event Streams
l Publish and subscribe model for process
events l Changes to models
l Runtime process instances
l Increases visibility
l Increases participation
l Supports wider variety of devices, including
mobile
Copyright Kemsley Design Ltd., 2011 40
BPM Configurability
l Composite development environments now
included with many BPMS l UI forms development
l Container-based portal environment
l Ready-made BPM widgets
l Wiring interfaces between widgets
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BPM in the Cloud
l Reduce capital costs
l Full capabilities of on-premise version
l Design and run from anywhere
l Key targets: l Business process outsourcers
l Small and medium business
l Business-to-business processes
42 Copyright Kemsley Design Ltd., 2011
Online BPM Communities
l External communities of practice l Provide idea exchange, tools
l Augment or replace internal BPM center of
excellence
l May be vendor specific/sponsored
l Internal center of excellence l Discussion forums
l Collaboration linked to process models
l Collaboration linked to process instances
43 Copyright Kemsley Design Ltd., 2011
Agile/Dynamic BPM
Copyright Kemsley Design Ltd., 2011 44
Work: Taylor vs. Drucker
l Scientific
management
l Standardize
processes to
increase efficiency
l Management by
objectives
l Participants choose
actions to meet goals
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The Extremes Of Work
Routine Work
Knowledge Work
Copyright Kemsley Design Ltd., 2011 46
From Structured BPM to ACM
Structured BPM Adaptive Case
Management
Repeatability Highly repeatable Unpredictable
Focus Process
transactions
Assist human
knowledge
Goal Efficiency and
automation
Problem resolution
and documentation
Example Back-office financial
transactions
Patient chronic care
management 47 Copyright Kemsley Design Ltd., 2011
Characterizing The Extremes
Routine Work
l Predefined process
model
l Controlled participation
l Automatable, especially
with service integration,
rules and events
Knowledge Work
l No predefined model
l Collaboration on demand
l Little automation, but
guided by rules and
events
Copyright Kemsley Design Ltd., 2011 48
The Structured/Unstructured
Debate
If you can’t model it up front, you just don’t understand
the process
Exceptions are the new normal: every process is different
Copyright Kemsley Design Ltd., 2011 49
It’s Not That Simple
Structured Work
l Some process are that
repeatable, especially
automated processes
l Ad hoc process
exceptions already exist,
they’re just off the grid
Unstructured Work
l Some processes have
sufficient variability that
modelling is inefficient
l Instrumentation of
unstructured processes
provides value
Copyright Kemsley Design Ltd., 2011 50
A Spectrum Of Structure
Structured
• e.g., automated regulatory process
Structured with ad hoc exceptions
• e.g., financial back-office transactions
Unstructured with pre-defined fragments
• e.g., insurance claims
Unstructured
• e.g., investigations
Copyright Kemsley Design Ltd., 2011 51
Dimensions Of Work
l Structured to unstructured
l Controlled to collaborative
l Internal to external
participation
l Not strictly independent
Copyright Kemsley Design Ltd., 2011 52
Collaboration
Structure
External
Socialization
What’s Required For Agile BPM?
l Modify structured process models during
runtime
l Manage unstructured/unpredictable and
semi-structured work
l Provide real-time process intelligence to
identify future problems and inform
decision-making
53 Copyright Kemsley Design Ltd., 2011
Event-Driven BPM
Copyright Kemsley Design Ltd., 2011 54
What Are Events?
l Events are how the “real world” interacts
with processes and systems
l An action outside a process that impacts
that process l Real-time information
l Instructions
l Originating with people, sensors or other
systems
55 Copyright Kemsley Design Ltd., 2011
Why Do Events Matter?
l Events make processes more responsive
to internal and external situations
l Allow processes to respond to changing
conditions
l Asynchronous information or control
provided to process
56 Copyright Kemsley Design Ltd., 2011
Combining Events and Processes
l Event triggers a process l System or sensor
l User action
l Process creates an event l Process log
l Explicit message or signal
l Event interrupts or diverts process l External error or cancellation
Copyright Kemsley Design Ltd., 2011 57
Event-Driven Financial Process
l Scenario: loan origination documents
l Customer documents created or gathered
in front office
l Transactions created by front office
l Back office verifies documents against
transactions
58 Copyright Kemsley Design Ltd., 2011
Event-Driven Process
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Implementing BPM
Part 4
60 Copyright Kemsley Design Ltd., 2011
Types of BPMS
Copyright Kemsley Design Ltd., 2011 61
Gartner’s BPM Use Cases
l Implementation of company-specific
process application
l Support for continuous process
improvement
l Business transformation initiative
l Redesign for process-based SOA
Gartner MQ for BPMS, 2009
62 Copyright Kemsley Design Ltd., 2011
Gartner Use Case Characteristics
(a.k.a. “Functions”)
Copyright Kemsley Design Ltd., 2011 63
l Business perspective on models
l Orchestration of end-to-end processes
l Rules engine
l Pre-built industry-specific content
l Management visibility and control
l Model-driven development
l …and more
Forrester Market Divisions
l Dynamic case management
= document-centric BPM
l Comprehensive integration solutions
= integration-centric BPM
l BPMS
= human-centric BPM
Forrester Wave for BPMS, 2010
Copyright Kemsley Design Ltd., 2011 64
Characteristics of
Dynamic Case Management
l Strong enterprise content management
(ECM) requirements l Records management
l Search
l Content analytics
l Human-centric BPM capabilities l Document approval workflow
l Ad hoc BPM centered on case file
Copyright Kemsley Design Ltd., 2011 65
Characteristics of Comprehensive
Integration Solutions
l Heavy integration requirements l ESB
l Service registry, repository and governance
l SOA development environments
l Human-centric BPM capabilities l Exception handling and escalation
Copyright Kemsley Design Ltd., 2011 66
Characteristics of BPMS
l Web service and other lighter-weight
integration
l Lighter-weight content management
l Focus on process application development l Process modeling and design collaboration
l Process development and composition
l Collaborative work environment
Copyright Kemsley Design Ltd., 2011 67
Evaluation Criteria for BPM
Copyright Kemsley Design Ltd., 2011 68
BPM Evaluation Criteria
l BPM “style”: integration, human-centric,
document-centric
l Collaborative modeling
l Process design
l Application composition/development
l Business rules
l ESB/SOA
Copyright Kemsley Design Ltd., 2011 69
BPM Evaluation Criteria
l Collaborative/dynamic execution
l User-configurable user interface
l Analytics and reporting
l Simulation
l Process optimization
Copyright Kemsley Design Ltd., 2011 70
Starting and Growing a BPM
Initiative
Copyright Kemsley Design Ltd., 2011 71
Picking The Right First Process
l Small enough to be manageable l Minimum “useful” functionality in 1st iteration
l Minimize customization, breadth before depth
l Big enough to be relevant l Line of business
l Expected return on investment (ROI) l Improved user experience, automation, tracking
l Opportunity for future reusability l Related to future plans
Copyright Kemsley Design Ltd., 2011 72
Gaining Business Buy-In
l Collaborative process discovery and
design
l Ongoing involvement during agile
prototyping and implementation
l Control over production runtime
environment
l Methodology and corporate culture
Copyright Kemsley Design Ltd., 2011 73
Ensuring User Adoption
l Build a user-centric solution l Different interfaces for different personas
l Configurable by user to their work style
l Provide benefits to individual users l Integration to reduce rekeying information
l Automated work auditing
l Incentives tied to appropriate system usage
Copyright Kemsley Design Ltd., 2011 74
Measuring Success
Hard ROI
l Reduced headcount due
to improved efficiency
l Reduced skill levels due
to automation
l Reduced SLA violations
l Reduced time to change
l Reduced monitoring
overhead
Soft ROI
l Improved customer
satisfaction
l Increased revenue based
on increased capacity
l Increased competitive
advantage due to
reduced time to market
l Outsourcing/offshoring
l Customer self-service
Copyright Kemsley Design Ltd., 2011 75
Expanding the Initiative
l Find an internal evangelist
l Measure and understand ROI
l Deeper integration l Increase benefits via integration and automation
l Wider adoption across the organization l Generalizing the benefits
l Expand initial processes into adjacent areas
Copyright Kemsley Design Ltd., 2011 76
BPM Center Of Excellence
l Vision for enterprise BPM
l Overall BPMS architecture
l Process redesign to expand existing BPM
processes to new participants
l Training and mentoring on tools and
methodology
l Governance
l Repository of reusable artifacts
Copyright Kemsley Design Ltd., 2011 77
From BPM Project To Program
Copyright Kemsley Design Ltd., 2011 78
CoE:
1st BPM project
Plan Core team Expand team
2nd
BPM project
ResourcesResources
Resources
Resources
Time
Summary
Copyright Kemsley Design Ltd., 2011 79
Summary
l The history and evolution of BPM
l Current trends in BPM
l Types of processes and BPMS
l Starting and growing a BPM initiative
Copyright Kemsley Design Ltd., 2011 80
Questions?
Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley
81 Copyright Kemsley Design Ltd., 2011
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