Transcript Slide 1

Process Identification and Reuse
Bo Ebro Christensen, Executive IT Architect, IBM
© Copyright IBM Corporation
2007
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
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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
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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
Non-reuse is non-smart work
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BPM Disciplines – coarse grained –
used for this discussion only
Process Modeling Focus
Enterprice, LoB, business
area
Process landscape
Process groups
Single process and
related artefacts
Monitoring / measurements Focu
Strategy, goals, competencies,
capabilities
Critical success factors etc
Key Performance
Indicators, consistency,
validation
Key Performance Indicators,
- Benchmark results within
organization and across
orgs
IT non-functional
requirements
5
Business (Process) Modeling – Pyramid From Level 0 down
to Level 6
level description
Conceptual Enterprise
(Objectives)
Level 0 - Addressing overall organizational goals, aka (list of) 'key
business objectives' that are implemented by an organizations‘
processes
Conceptual Process
Domains / Groups
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
Implementation
Process
6
Process
Definition
Mod. Execute +Monitor
Process
WHAT
Identification
Mod. For Execution
Mod. For Docu
business unit, e.g. for Human Resources: Recruitment,
Payroll, Education Programs, etc
HOW
Process Design
Process Deployment
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)
Integration specialist
Technical Physical
Process
Level 2 - (list of) Key processes of a functional domain or
Process architect
Business Physical
Process
Mod. For Redesign
Landscape
Logical Process
Domains / Process
Groups
Logical Basic Business
Process
user role
Business analyst
Business strategist
level name
Upper level tools for reuse
Component Business
Modelling
E
D
L
PI
Capability Map, Strategy Map,
Linked to measures
P Def
P Des
P Depl
• CBM maps available for some 50 industries
• Public framework (FORM) based on CBM for DK Public Sector
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Nordic BPM Push Play
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From components to services –
establishing the process pipeline
Business
Product
Acquisitions
Administration Management
M
M
Business Architecture
L
M
Managing Products
H
L
BU Administration
L
M
Manage Alliance Rel
M
L
Checks
&
Controls
Customer Portfolio
and Analysis
H
L
Credit and Risk
Management
Acquisition Planning
and Oversight
Product Development
and Deployment
M
L
HR Management
M
M
Customer Behavior
Decisioning
M
M
M
Customer
Accounting
Facilities
L
M
Develop and Operate
Systems
Target Lists
(Prospecting)
M
L
Product Operations
Management
B = Base
C=
Risk Management
Customer Accounting
Competitive
Policies D = Differentiated
L
L
L
Customer Profile
L
L
H
Service/Sales
Administration
M
L
H
Revenue
Cost Securitization
“Hot” Component
L
L
Operations
Administration
Reconciliations
Contact/Event History
L
L
L
L
H
M
M
Servicing
(Dialogue Handler)
L
L
Billing
L
M
Payments
L
M
ML = Market
Leader
Revenue / Cost
Revenue
L
L
Treasury
M
L
Financial
Consolidation
L
Med = $70M
Low = $10M
Cost
High = $160M
Med = $75M
Low = $11M
“Hot” Component
L
Product Processing
M
L
M
Financial Capture
M
L
M
Product Directory
L
B = Base
High = $150M
Financial Control
H
H
Correspondence
M
Target Competency
L
Campaign Execution
M
L RevenueL/ CostL
%
Case Handling
L
Market Research
M
Financial
Management
C = Competitive
M
Sales and Cross-Sell
M
Marketing
M
L
M
Accounting and G/L
L
L
Product
Operations
Authorizations
Audit/ QA/ Legal
L
M
M
Customer Servicing
and Sales Planning
L
Administer Alliance
L SLAs L
Execution
L
Application
Processing
L
M
Policy & Procedure
LManualsL
Customer
Service and
Sales
Target Competency
Sector Marketing
Plans
H
L
Business Planning
Planning
&
Analysis
Customer
Portfolio
Management
M
Smart Routing
M
L
H
Rewards Mgmt
L
L
Inventory Mgmt
L
L
Customer Account
M
Merchant Operations
M
Collections and
Recovery
M
H
M
L
Identify and evaluate benefit of
processes
CBM heat-maps helps you set
the scope and priority
Prioritized list
of to-be
process models
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List of roles/actors
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List of
Service
definitions
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APQC Categories
•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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KPIs
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APQC.ORG
E
D
Taxonomy of processes down to
business activity level
L
PI
P Def
P Des
Predefined KPIs for
measurements and
benchmarking
P Depl
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Industry Models
E
D
L
PI
P Def
P Des
P Depl
• 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
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Industry Models for Financial Services
- unique asset that ties Business and IT together
Basis for
enterprise
architecture and
model based
application
development
Enterprise-wide
specification for
data marts and
the enterprise
data warehouse
Foundation Models
Data Model
Data
Warehouse
Models
Function Model Workflow Model
Rapidly and
accurately define
the scope of
projects, existing
applications and
new initiatives
Business Process Models
Object and Integration Models
Comprehensive
basis for process
improvement and
simplification
Enterprise wide
specification and
design for software
components and
Service Oriented
Architectures
Industry Frameworks
Industry Models
Industry Frameworks
E
D
E
D
L
L
PI
PI
P Def
P Def
P Des
P Des
P Depl
P Depl
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”
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Arbejdsgangsbanken
Danish initiative to establish a public
repository of processes in a reusable
context
Public repository for members (fee)
E
D
L
Several samples of actual processes
within the same area.
PI
P Def
P Des
P Depl
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Patterns – eg Workflowpatterns.com
• 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
• 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
Patterns (and anti-patterns) build into some modelling tools and into
some modelling ”advisor” tools
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Patterns – workflowpatterns.com
E
D
L
• Patterns are used to accellerate modelling
• No KPIs associated with workflow patterns
• Patterns for KPIs exist elsewhere
PI
P Def
P Des
P Depl
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Standards within Process Modelling
Standards have slowly merged into a few but mature standards
...but still we dont have true reusability across vendors
WSFL
FDL
WSDL
WS-CDL
FDML
WSBPEL
BPEL
BPEL4People
BPELJ
BPMN
2.0
BPMN
BPML
XPDL
WSBPEL
YAWL
BPEL4WS
ebXML
BPXL
WSCI
BPSS
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