Outils et méthodes pour le Parlement européen

23/04/2009

BPMM4EP

Business ProcessManagement Methodology

for the European Parliament

23/04/2009 2

Objectives of the workshop

At the end of the workshop BPM:

You will be familiar with the concepts of the Business Process Management and the most important modelling methods used as part of business process optimization projects

You will understand the BPM methodology and conventions defined by/for the European Parliament

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Agenda

1. Business Process Management Key Principles

2. Business Process at the EP

3. BPMM4EP Methodology

a. Disciplines

b. Roles

c. Milestones

d. Documentation

4. BPMM4EP and Tools

5. BPMM4EP and Modelling conventions

6. BPMM4EP – What’s next?

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1. Business Process ManagementKey Principles

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What is a Business Process?

A business process is a collection of activities that has one or more "inputs" and generates one or more tangible results.

A business process is transversal: A business process is realized by at least 2 different

organizations/actors

A business process is triggered by at least one outside event and transforms inputs into outputs

Needs Fulfilled needsActivity

1Activity

2Activity

3Activity

n

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Business Process vs. Procedure: Illustration

Have guests for dinnerProcess:

Goshopping

Welcomeguests

ServedinnerSub-Processes: Cook

dinner

Cookdinner

Inputs:Ingredients

Outputs:Meal

Sub-Process: “Cook Dinner”

Procedure=

Recipe

Operating mode=

Instructions for oven’s use

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Business Process Management

Concept: Holistic approach of the business processes and enterprise

architecture for continuous optimization

Broadly speaking: Every methodology or tool that enables modeling, integrating,

monitoring, and optimizing business process flows

Architecture& Strategy

Design

Execution

MonitoringOptimisation

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What are the objectives of BPM?

Optimization: Make the processes that are core to your business run better

Productivity: Automate processes that bridge systems and people

Visibility into your organization So you can capitalize on opportunities

Leverage existing IT resources Integrating existing and new IT assets into business processes

Improved crisis response Put processes in place that reduce associated response times

Implementing best practices Create a knowledge base dealing with the loss of institutional

knowledge associated with the volume of retirees

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Your benefits

BusinessProcess

Management

Where can I finddocumented processes?

What are the core processeswithin my organization ?

How works the processes ?

Who is the process owner ?

Which are the applicationssupporting the processes ?

What are the inputs(document/ data) required

by the processes?

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Business Process Modelling

Activity of representing processes of an organization, so that the current process may be analyzed and improved: the current (“As-is") processes

the future (“To-be") processes

Business Process Modelling plays an important role in the Business Process Management (BPM) discipline.

Since both Business Process Modelling and Business Process Management share the same acronym (BPM),these activities are sometimes confused with each other.

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Business Process Analysis

Business Process Analysis (BPA) involves the following tasks:

Define the process boundaries (entry and exit points of the processoutputs)

Construct a process flow diagram (Business Process Modelling)

Determine the capacity of each step in the process (KPI)

Identify the bottleneck

Evaluate further limitations

Use the analysis to make operating decisions and to improve the process

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Example: loan processing

Receiveloan application

Checkcredit rating

Assesscollateral

Concludeloan agreement

Loan system

Collateral system

Loanprocessor 1

Loanprocessor 2

Collateral processor

Loanprocessor 1

Loanapplication

documentation Collateral

processing

documentation Loan

decision

Organizational breaks

Media breaks

Wait times

System breaks

Division of work

Superfluous processinterfaces?

BPA: What might be the weak points in a process?

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2. Business Process ManagementAt the European

Parliament

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Examples of BPM Project Types

IT project: Pre-project analysis (Needs study)

Application architecture mapping (CarAp)

Business knowledge base (BPM Central repository)

Business process optimization

Business process automation

SOA Implementation

…

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Application & System ViewData & Document ViewProcesses View

Ex. BPM and Development of a new application

Justify

List

Quantify

Create commonagreement

Justify

List

Quantify


Justify

List

Quantify


Justify

List

Quantify


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PMM4EP v3 and BPMM4EP : What’s new?

Integrated BPM Methodologywithin PMM4EP

Integrated BPM Methodologywithin PMM4EP

Roles clearly defined: Process Owner and Application OwnerRoles clearly defined: Process Owner and Application Owner

EP Business knowledge base: BPM Central repository

EP Business knowledge base: BPM Central repository

Quality validation process for BPM and CarAp diagrams

Quality validation process for BPM and CarAp diagrams

BPM Project Documentation: Templates for deliverables

BPM Project Documentation: Templates for deliverables

Release Management for diagramsRelease Management for diagrams

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Standard BPM Lifecycle

Architecture& Strategy

Design

Execution

MonitoringOptimisation

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PMM4EP v3 – IT Project Lifecycle

Definition

Needs StudyMilestone

ScopeMilestone

Feasibility Study

Pre-ProjectMilestone

Project Charter

Needs Study

Initial Risks Assessment

DefinitionMilestone

Project management documents

Project Plan

High-Level Schedule

High-Level Cost Esti.

Closure

ClosureMilestone

Project Review

Iteration #1Milestone

Iteration #2 to NMilestone

Project Dashboard

Detailed Schedule

Monitor and Control Project

AcceptanceReport

Pre-Project

Scope Statement

DevelopmentConception Deployment

Realisation

Functional Spec.

Functional Spec. (updated)

Functional Spec. (updated)

Technical Spec.

Technical Architecture

Tests Report

Operating Document

IT documents

Transfer of Knowledge

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BPMM4EP

BPMM4EP Methodology

Definition and standardization of an EP Business Process Management Methodology

Integration of the standard BPM lifecycle within PMM4EP v3

PMM4EP v3BPM

Standard Lifecycle

Pre-Project Definition Realisation Closure

Monitor and control project

Pre-Project Definition Realisation Closure

Monitor and control project

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BPM Project Lifecycle

Definition Closure


Pre-Project

RealisationBusinessProcess

Monitoring

“As-Is” Analysis“As-Is” Map. “To-Be” Dvl

BPMM4EP

Optimisation

For more information, see « Life cycle for BPM Projects » on ISP.net

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BPM and IT Projects Coordination (1/2)

BPM ProjectsLifecycle

BPM ProjectsLifecycle

IT ProjectsLifecycle




…………





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Request for updating

« To-be » map in the

BPM central repository

Business Process Monitoring

BPM and IT Projects Coordination (2/2)

‘As-Is’ deliv. report

BPM Analysisreport

‘To-Be’ deliv. report

Implementation plan Needs

Study

DefinitionDefinition ClosureClosurePre-ProjectPre-Project

Realisation

“As-Is” Analysis“As-Is” Analysis“As-Is” Map.“As-Is” Map. “To-Be” Dvl“To-Be” Dvl

DefinitionDefinition ClosureClosurePre-ProjectPre-ProjectDevelopmentDevelopmentConceptionConception DeploymentDeployment

Realisation

BPM Projects Lifecycle

IT Projects Lifecycle

AcceptanceReport

Tests Report

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Detailed BPM Project Lifecycle

Definition

ScopeMilestone

Feasibility Study (cond.)

Pre-ProjectMilestone

Project Charter

Needs Study

Initial Risks Assessment

DefinitionMilestone

Project management documents

Project Plan (cond.)

High-Level Schedule

High-Level Cost Esti.

Closure

ClosureMilestone

Project Review

‘As-Is’ mapMilestone

‘To-Be’ dvl.Milestone

Project Dashboard

Detailed Schedule


Pre-Project

Scope Statement

“As-Is” Analysis“As-Is” Map. “To-Be” Dvl

Realisation

BPM documents

Pre-Project meeting pres.

High-Level“As-Is” map

Kick-off meeting pres.

‘As-Is’ deliv. report

“As-Is” map

BPM Analysisreport

‘To-Be’ deliv. report

Implementation plan

Accept. ReportValid. A+B+C

‘As-Is’ Analys.Milestone

(cond.) Conditional document

3. BPMM4EP

Methodology

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Project Management Methodology for EP v3.0http://www.ispnet.ep.parl.union.eu/ispnet/cms/preconisations/P_Methodologie

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BPMM4EP Components

Templates Guides

Procedures

Disciplines• Strategy BPM (Business Process

Management)• Business Process Modelling• Business Process Analysis (BPA)• Governance BPM

• MOA Project Owner• Process Coordinator• Process Owner• Key users

Roles

• « As-is » Map• « As-is » Analysis• « To-be » Development• Closure

• Pre-Project• Scope• Definition

Milestones

• MOE ProjectManager

• Process Analyst• BPM Designer

Exemples

Disciplines

Methodology

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Strategy, Modelling, Analysis, Governance

Roles

Methodology

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BPM Project Structure

Role within an ITproject team

Legend

Group within aproject team

Role within a BPMproject team

MOA ProjectOwner

Process Owner

MOA

Key User

ProcessCoordinator

Methodologysupport

MOE MOE ProjectManager

BPM Designer

Expert

Process Analyst

CoPiProject Team

A Unit ISMS

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BPM Project Structure- Example

MOE ProjectManager

ProcessCoordinator

BPM Designer1

BPM Designer2

ProcessOwner 1

ProcessOwner 2

ProcessOwner 3

Key user 1

Key user 2

Key user 3

Key user 4

Key user 5

Key user 6

(Project structure)

MOA ProjectOwner

ProcessAnalyst

Methodologysupport

Project Team

MOA MOE

BPMdesigners

team

CoPi

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BPMM4EP Profile competencies requirements

PMM4EP v3 knowledge

BPMM4EP knowledge

BPM Tool (ARIS) knowledge

BPM knowledge

Validation Level

ARIS Access Rights

Business knowledge

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

A B C

None ExcellentGoodWeak





User Read AdministratorUser RWD

Business validation

QualityValidation

MOA Final Validation

1 2 3 4

None

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MOA Project Owner

Role: He has a detailed knowledge of the MOA environment because he forms part of the in-

house set-up. He is likely to have functional design experience, an in-depth knowledge of the subject area and a good grasp of IT development issues.

Tasks: Define requirements

Validate the project scope Validate the validation procedure for deliverables

Set up the MOA team and designate key users and process owners Give required and sufficient information to the MOE Final validation (C) of deliverables

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge

Validation Level

ARIS Access Rights

Business knowledge2

2

2

4

1 1

C

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MOE BPM Project Manager

Role: A BPM project manager is a MOE project manager with BPM related preoccupations

Tasks: Bear the responsibility for his/her project Identify and plan all activities related to BPM modeling:

Define the functional scope of the project, considering the business map and database structure (for user access rights definition)

Identify the BPM designers and request necessary trainings Request preparation of modeling environment Plan and request execution of life cycle processes (for local administrator and process

coordinator/owner)

Request closure of project environment at end of project

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge

n.a.Validation Level

ARIS Access Rights

Business knowledge3

3

3

2

2

2

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Process Coordinator

Role: To coordinate and administrate the various process activities at the business level

(Optional)

Tasks: Reconcile process representation First point of contact for the Process Analyst Validate deliverables at the business level (A) Analyse continuously the performance of key business processes with respect to defined

KPI (key performance indicators)

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge

Validation Level

ARIS Access Rights

Business knowledge

2

2

2 2

3 4

A

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Process Owner

Role: The Process Owner validates the process of its own perimeter

Tasks: Bear the responsibility for the monitoring of his/her processes Bear the responsibility for the optimum design of his/her processes Apply the recommendations from the EP Validate deliverables at the business level (A)

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge

Validation Level

ARIS Access Rights

Business knowledge

2

4

2

2

1

1

A

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Key User

Role: The employee in the specialist departments who executes the processes in business

operations

Tasks: Provide inputs for design and modifications to the processes Provide information to BPM designer Raise any questions with their process owner/process coordinator

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge


ARIS Access Rights

Business knowledge2

1

1

1 1

4

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Process Analyst Role:

The process analyst coordinates the BPM designers team and supervises the process modelling activities

Tasks: Coach BPM designers and to ensure the quality of models with respect to EP modelling

conventions, using semantic checks Define requirements for developing tailored reports/ analyses/ semantic checks with the ARIS

Local Administrator Run reports Control process validation Update the model attribute “validation level” into ARIS Organize delivery of ARIS models Define process publication (ARIS Business Publisher) Provide input for Process coordinator/ Process Owner

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge


ARIS Access Rights

Business knowledge4

3

3

3

2

2

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BPM Designer

Role: The BPM Designer creates and revises models together with the key user or the process

owner of the specialized department The BPM Designer can also be a key user or a process owner with modelling knowledge

Tasks: Be the functional interlocutor of the Process Owners Fulfil the project referential Provide/suggest to IMS any remark concerning the contents, the method for

improvement

Profile:

PMM4EP knowledge

BPMM4EP knowledge


BPM knowledge


ARIS Access Rights

Business knowledge4

3

3

2

3

2

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Example - Role : Process Analyst

MilestonesMilestones

Methodology

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Milestone Pre-Project

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Milestone Scope

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Milestone Definition

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Milestone « As-is » Map

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Milestone « As-is » Analysis

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Milestone « To-be » Development

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Milestone Closure

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Validation process for deliverables

Design processes

Check content (informal validation)

-

-

Validation levelResponsible

Process Coordinator or Process owner

Key user

BPM designer or Key user

A - Business validation

B - Quality validation

C - Final validation

Activities

Validate business content

Validate compliancy with modelling rules

Validate deliverables

Methodology support (IMS)

MOA Project Owner

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Deliverables Acceptance Report

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Model attribute “validation level”

The process analyst is responsible for updating the « Validation level » attributes

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Closing Process for Project into ARIS DBARIS Project statusResponsible

In progress

Activities

Validate project review “MOA final acceptance”MOA Project Owner


BPM project manager MOE

Submit request for project closing to the Methodology support team

Move ARIS project from “02.ProjectsBPM _ In progress ” to “04.Projects_Closed” Closed

Make available “As-is” deliverables within the ARIS central repository (optional, only on demand from the MOA Project Owner)


Reusable (for central repository)

Publish “As-is” deliverables within ISP.net(optional, only on demand from the MOA

Project Owner)


Authorized distribution

-

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Model attribute “Project closing” into ARIS

MethodologyDocumentation

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Available Documentation (1/2)

Via the BPM Project Lifecycle

Templates Guides Procedures Examples

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Available Documentation (2/2)

Via ISP.net, per domain:http://www.ispnet.ep.parl.union.eu/ispnet/cms/preconisations/methode-bpm

23/04/2009 57

Examples of deliverables

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Example of reports

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How to avoid any failure in your BPM project?

At the beginning of the project: Communicate objectives of your BPM project Clearly define scope and planning Identify process owners and key users Establish a validation procedure for deliverables (e.g. process models)

Throughout the project life: Communicate the results

4. BPMM4EP

Tools

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ARIS Design Platform v7.02 ARIS Business Designer – For all users ARIS Business Architect – For all administrators With UML Package

A training certificate for "ARIS Basic Training (ATS1)" and/or "Business Process Modeling with ARIS Business Designer (ABD)" is required for obtaining ARIS accessrights.

Authorized Tools

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EP Business Process Management approach

ProductsProducts(technology) (technology) ARIS Platform ARIS Platform

Approach Approach EP Business Process Management approachEP Business Process Management approach

Issues Issues

Documentmanagement

Documentmanagement

BusinessProcessAnalysis

andOptimization

BusinessProcessAnalysis

andOptimization

ApplicationdevelopmentApplication

developmentWorkflow

inter-institutionalWorkflow

inter-institutional

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ARIS (ARchitecture of Integrated Information Systems) Modelling method and modelling tool Proven, extensible methods for multiple areas of application Developed by Prof. Dr. Dr. h.c. mult. A.-W. Scheer

Dynamic publishing of process portals

Why ARIS Platform?

Organization

Processes Data Functions

Products/Services

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Login Wizard (1/2)1) Select “PE” database 1) Select “PE” database

2) Enter user name and password 2) Enter user name and password

Note: “User” and “Password” are the same as your Windows access

Note: “User” and “Password” are the same as your Windows access

Logging into an ARIS DB

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Login Wizard (2/2)

4) Select DB language :“English (United Kingdom)”4) Select DB language :“English (United Kingdom)”

Method Filter and Language

5) Finish launches ARIS Business Designer and opens the selected DB 5) Finish launches ARIS Business Designer and opens the selected DB

3) Select method filter:“European Parliament v3”3) Select method filter:“European Parliament v3”

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General User Settings

General user settings are made using “View -> Options “

General user settings are made using “View -> Options “

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Advanced Setting of Modelling Conventions

Settings in line with project conventions Settings in line with project conventions

Before modelling, the basic settings specified in the project conventions are made.

This ensures that project standards defined in the project preparation phase are used in the modelling.

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For New Models: Representation

The settings that influence the appearance of the new models are made under Representation.

Attention: No effect on existing models!

1) Select the format « Multi-line text » for attributes in symbol1) Select the format « Multi-line text » for attributes in symbol

2) Select the current template« European Parliament V3 »2) Select the current template« European Parliament V3 »

3) Click Ok and restart ARIS Business Designer3) Click Ok and restart ARIS Business Designer

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PE Database Organization

01. Central Repository: Read only, All models with MOA validation

04. Projects_Closed: Read only per project, All closed models

02. ProjectsBPM_In progress: Read/Write/Delete Access per project, One folder per project, All BPM and UML models in progress

03. ProjectsCarAp_In progress: Read/Write/Delete Access per project, One folder per project, All CarAp models in progress

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01. Central Repository

23/04/2009 71

02. Structure per project

Pre-Project

Definition

“As-Is” Map.

Realisation

“To-Be” Dvl

Realisation

BPM Project Life cycle

23/04/2009

5. BPMM4EP

Modelling Conventions

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Level Concept: Top-Down Method

Activity contextActivity context

High levelHigh levelprocesses processes

Detail levelDetail levelprocesses processes

Process Process map map

Level 1 Level 1

Level 2 Level 2

Level 3 Level 3

Level 4 Level 4

InventoryManagement

GoodsReceipt

Receive Shipping

Notification

SupplyManagement

The number of levels and their names are organization specific.

Process architecture

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Modelling: Presentation formats

Presentation as text Requests for leave are checked by the unit responsible in the RFL system. He

needs the employee data as an input.

Presentation in tables

Presentation in chartsC h e c k r e q u e s t

f o r le a v eR e q u e s t f o rle a ve d a t a

U n itR e p o ns ib le

R F La p p lic a t io n

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Functions create events Functions create events

Modelling: Functional information

Events trigger functionsEvents trigger functions

Request forleave received

Event

Check requestfor leave

Function

Request forleave checked

Event

Validaterequest for

training leave

Function

Validaterequest for

holidays

Function

Training leavevalidated

Event

Holidaysvalidated

Event

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Functions process data Functions process data

Modelling: Data information




Validaterequest for

training leave

Validaterequest for

holidays


Holidaysvalidated

Data

Data

Data

Request forleave data

Employee data

Employee data

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Employees execute functions Employees execute functions

Modelling: Organizational information




Validaterequest for

training leave

Validaterequest for

holidays


Holidaysvalidated


Employee data

Employee data

UnitReponsiblePosition

HR employee

Position

HR employee

Position

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Employees belong to organizational units Employees belong to organizational units

Modelling: Organizational information


Check reques tfor leave


Validaterequest for

training leave

Validaterequest for

holidays


Holidaysvalidated


Emp loyee data

Emp loyee data

UnitReponsible

HR employee

HR employee

HRdepartment

HRdepartment

Unit B

OrganizationalUnit

OrganizationalUnit

OrganizationalUnit

23/04/2009 79

Modelling creation: IT information




Validaterequest for

training leave

Validaterequest for

holidays


Holidaysvalidated


Employee data

Employee dataUnit

Reponsible

HR employee

HR employee

Request forLeave

application

Application system type

HRapplication


HRapplication


Functions call application systemsFunctions call application systems

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Reducing Complexity by Creating Views

Organizational view Organizational view

Data view Data view

Process Process view view

IT view IT view

EventEvent FunctionFunction

Org. unitOrg. unit PositionPosition

EventEvent FunctionFunction

DataData

ApplicatiApplication systemon system

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Enterprise Architecture

"The fundamental organization of an enterprise embodied in its different architectural descriptions, their relationships to each other and to the environment and the principles guiding its design andevolution" (Capgemini)

Perspective Level Sub-Level Process Organisational Business Motivation Data / Document Application / System

Business / Contextual PerspectiveWHY?

Level 0 -

Level 1Sub-level detail is

defined per project


defined per project


defined per project

?

Functional PerspectiveHOW?


defined per project

? ?

Physical / Design PerspectiveWITH WHAT?

Level 5 - ? ?

View

Conceptual PerspectiveWHAT?

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Model types per view

Level Sub-Level Process Organisational Business Motivation Data / Document Application / System

Level 0

- Process/Function Map

Organizational Chart (High level)

Objective diagram,

Technical terms Model,IE Data Model,Information Carrier diagram

Application System Type diagram

Level 1

Sub-level detail is defined per project

VACD,Function TreeProcess Context (FAD)

Organizational Chart (Mid Level) Objective diagram

Technical terms Model,IE Data Model,Information Carrier diagram

Application System Type diagram

Level 2


EPC,EPC column display,EPC row displayEPC table display Function Allocation Diagram

Organizational Chart,Knowledge Map

Objective diagram,KPI Allocation Diagram

IE Data Model,Access diagram

Level 3


EPC,EPC column display,EPC row displayEPC table display Function Allocation Diagram

Organizational Chart,Knowledge Structure Diagram

Objective detail diagram,KPI Allocation Diagram

Screen DesignScreen Navigation

View / Model Type

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Customized elements within BPMM4EP

Model attributes Symbols Object attributes Connection attributes Which connection type between objects Object assignment towards model

23/04/2009

6. BPMM4EP

What’s next?

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Future Improvements

Release Cycle Management Quality indicators Modelling: Risk and Control View

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Assurance and Quality Controls

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CobiTCobiT

Framework Contract

SpecificcontractSpecificcontract

Master Service Handbook

• PMM4EPProject Management Methodology for EP

• BPMM4EPBusiness Process Management for EP

• CM4EPContract Management for EP

• WEM4EPWorkload Estimation for EP


• PMM4EPProject Management Methodology for EP

• BPMM4EPBusiness Process Management for EP

• CM4EPContract Management for EP

• WEM4EPWorkload Estimation for EP

SpecificcontractSpecificcontractSpecific

contractSpecificcontract

Tools and Methods for EP

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CobiT v 4.1

Business Objectives

ITObjectives

ControlObjectives


• PMM4EP• BPMM4EP• CM4EP• WEM4EP


• PMM4EP• BPMM4EP• CM4EP• WEM4EP

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Our Activities

BPM Promotion – Workshop BPMM4EP BPM Methodology Support Quality Review - Validation Business Process Analysis BPM Central Repository maintenance CarAp Central Repository maintenance ARIS support and administration BPM market monitoring

Contacts

Unité ISMSService IMS

[email protected]

Documents

Outils et méthodes pour le Parlement européen