INFORMATION TECHNOLOGIES AS THE BASE OF THE BUSINESS PROCESS MANAGEMENT IMPLEMENTATION
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The document discusses the role of information technologies in implementing business process management (BPM), emphasizing the need for organizations to adapt and streamline their processes to enhance efficiency. It outlines the importance of BPM in aligning resources with organizational goals, leveraging standards like BPMN and BPML for effective modeling and execution. Additionally, it highlights the supportive nature of IT in BPM efforts, aiming to optimize processes and improve overall business performance.
INFORMATION TECHNOLOGIES AS THE BASE OF THE BUSINESS PROCESS MANAGEMENT IMPLEMENTATION
- 1. Information Technologies as the Base of the Business Process Management Implementation Abzetdin Adamov, PhD Computer Systems and Networks Department Computer Systems and Networks Department Qafqaz University Qafqaz University Baku, Azerbaijan Baku, Azerbaijan
- 2. Contents 1. Introduction. Information Technologies in Business 2. The Nature of the Business Process Management 3. IT as enabler of Business Process Reengineering 4. Business Process Simulation and Modeling with IT 5. Business Processes Management Systems as IT implementation of BPM
- 3. Drivers Forcing Changes. Business Pressures • Business Pressures – Environmental – Organizational – Technological • Business Response Activities – Information Systems & Strategic Management – Continues Improvement – Restructuring business processes – Customer Focus Strategy – Electronic Business
- 4. IT Contributions to Digital Economy • E-Business: The use of electronic technologies to transact business. • Collaboration: People and Organizations interact, communicate, collaborate and search for information • Information Exchange: Storing, processing and transmission of information.
- 5. Introduction to BPM • Companies are being asked to do more with less. • How do business and IT executives manage such a broad range of activities across the enterprise, and between the enterprise and their customers and partners? • Can they really hope to bring order to complex business processes that require the coordination of greater amounts of people, information, and transactions?
- 6. Introduction to BPM • The first rule of any technology is that automation applied to an efficient operation will magnify the efficiency. • The second is that automation applied to an inefficient operation will magnify the inefficiency. Bill Gates, Microsoft Corporation Bill Gates, Microsoft Corporation
- 7. Introduction to BPM cont. cont. “To improve is to change; to be perfect is to change often.” “To improve is to change; to be perfect is to change often.” Winston Churchill Winston Churchill • Business Process Management is the conception, design, observation and continuous improvement of business processes. • Improved business performance is delivered by streamlining to remove inefficiency and redundancy that has evolved in a manually designed processes.
- 8. The primary goals of the BPMS • According to Gartner Analyst Jim Sinur in 2007, business organizations saved from 10 to 20% of outcomes because of BPMS. • BPM eliminates the stovepipes in an organization — bridges the gaps among people and systems, allowing organizations to automate. • BPM align people and resources to achieve organizational goals, and connect the enterprise with customers and partners. • Enterprises which do not incorporate BPM’s benefits, will lose out on the agility and flexibility that is beginning to characterize 21st-century business
- 9. Business Process Requirements General process requirements: • Organizational model • Control flow • Data flow • Use cases • Collaboration diagrams Particular process requirements: • When an activity executes • How often it will execute • Under what conditions it will end.
- 10. Fundamentals of the BPM The Business Process Management Initiative (BPMI – www.bpmi.org) has been established to promote and develop the use of BPM through the use of standards for process design, deployment, execution, maintenance, and optimization of processes.
- 11. Fundamentals of the BPM BPMI has developed three standards to facilitate BPM: • Business Process Modeling Notation (BPMN), as a standard for modeling business processes. • Business Process Modeling Language (BPML), as the standard business execution language. • Business Process Query Language (BPQL), a standard management interface for the deployment and execution of e-Business processes.
- 12. Business Process Simulation and Modeling A business process model typically defines the following elements: • The Goal or reason for the process; • Specific inputs; • Specific outputs; • Resources consumed; • Activities that are performed in some order; • Events that drive the process.
- 13. The Abstraction Concept in BPM Meta-Metamodel Meta-Metamodel Instance-of Describes Metamodel Metamodel Notation Notation Instance-of Describes expresses Model Model Instance-of Describes Instance Instance Levels of abstraction – from instance to model, to metamodel, … Levels of abstraction – from instance to model, to metamodel, …
- 14. BPMN – Graphical Description of the Process BPMN Flow Objects Flow Objects Artefatcs Artefatcs Connecting Connecting Sequence Flow Data Events Object Message Flow Activities Group Association Gatew ays Annotation BPMN Artfacts – categories and elements BPMN Artfacts – categories and elements
- 15. BPMN Implementation Example
- 16. Business Process Improvement (Re-engineering) (Re-engineering) A general model of BPI involves the following steps: • Develop the Business Vision and Process Objectives. • Identify the Processes to be Improved. • Understand and Measure the Existing Processes. • Identify Information Technology Levers. • Design and Build a Prototype of the New Process. “BPI is the re-design of existing business operations to achieve “BPI is the re-design of existing business operations to achieve significant production improvement.” significant production improvement.”
- 17. Business Processes and Software Solutions IBM WebSphere Studio – Business Integration IBM WebSphere Studio – Business Integration
- 18. Business Processes and Software Solutions IBM WebSphere Studio – Business Integration • J2EE environment makes services available as Web services. • Java components such as EJBs can be rendered as WSDL. • provides the basic machinery for publishing intraenterprise business components as Web services
- 19. Business Processes and Software Solutions Intalio BPMS Designer Intalio BPMS Designer
- 20. Business Processes and Software Solutions Intalio BPMS Designer: • Intalio is standards based – BPEL 2.0, BPMN, XForms, WSDL . • Intalio has been around almost 8 years and has only focused on BPM. . • Business and IT alignment – The fact that Intalio has zero code that can be used both by business analyst and IT personnel • Intalio is open source • Enterprise strength • Support for existing platforms (Websphere, JBoss, Sun, …).
- 21. Business Processes and Software Solutions Oracle Business Process Management Oracle Business Process Management
- 22. Business Processes and Software Solutions Oracle Business Process Management: • Model & Simulate • Model & Simulate Business Requirements to Analyze your Business Processes • Implement & Deploy, Execute • Generate an Outline Model of Business Requirements & Business Process • Use Tools to Integrate the Business Process with Interfaces or Services of Existing Systems & Applications • Implement Business Process; Define Business Rules Associated with Process; and Map Data • Monitor & Optimize • Make Processes visible for End Users; Monitor
- 23. Conclusion • It’s important to remember that IT plays supportive role in BPM, but without IT, most BMP and BPR efforts do not success. • If you can't describe what you are doing as a process, you don't know what you're doing. • It’s important to keep in mind that this process will be managed by people. • Business Process Management is suppose to save time and resources in an organization and should be approached with that principle in mind. • Any business process improvement project is an attempt to answer the fundamental question of "How do we organize our activities so that we can minimize inputs, maximize outputs, and maximize value?"