Process Identification and Reuse af Bo Ebro Christensen, IBM
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The document discusses various sources for reusing business processes, including: - Industry models that describe generic processes for an entire industry without executable details. - Industry frameworks that contain sample executable processes and key performance indicators (KPIs) for a specific industry segment. - Public repositories like Arbejdsgangsbanken that contain reusable process samples from the same domain. - Pattern libraries like Workflowpatterns.com that provide standardized patterns to accelerate process modeling and make models more readable and uniform. - Process modeling standards that have emerged but still lack true interoperability across vendor tools.
Process Identification and Reuse af Bo Ebro Christensen, IBM
- 1. Process Identification and Reuse Bo Ebro Christensen, Executive IT Architect, IBM © Copyright IBM Corporation 2007
- 2. 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 21 February 2013 2 Bo Ebro Christensen
- 3. 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 21 February 2013 3 Bo Ebro Christensen
- 4. 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 21 February 2013 4 Bo Ebro Christensen
- 5. BPM Disciplines – coarse grained – used for this discussion only Process Modeling Focus Monitoring / measurements Focu Strategy, goals, competencies, Enterprice, LoB, business capabilities area Critical success factors etc Process landscape Key Performance Process groups Indicators, consistency, validation Single process and Key Performance Indicators, related artefacts - Benchmark results within organization and across orgs IT non-functional requirements 5
- 6. Business (Process) Modeling – Pyramid From Level 0 down to Level 6 ame level description user ro Business strategist Conceptual Enterprise Level 0 - Addressing overall organizational goals, aka (list of) 'key (Objectives) business objectives' that are implemented by an organizations‘ processes Conceptual Process Level 1 - Big process groups categorized in e.g. functional Domains / Groups domains or business units: processes of Human Resource, Logistics, Finance, identification of large 'business activities', etc Logical Process Level 2 - (list of) Key processes of a functional domain or Landscape Business analyst Domains / Process business unit, e.g. for Human Resources: Recruitment, Groups Payroll, Education Programs, etc Level 3 - First layout of an identified Mod. For Redesign Logical Basic Business process, includes (high level process Process Process WHAT map) activities and resources of a Mod. For Docu Identification targeted process, still high level, no control flow details, rather a 'sequence Process architect of process steps' Mod. Execute +Monitor Process Mod. For Execution Business Physical Level 4 - Detailed physical Process Definition HOW business process model incl control flow (sequences, parallelism, loops, etc) Level 5 - Detailed Technical Physical physical business Process Design Integration specialist Process now adapted to 'runtime‘ limitations Level 6 - Execution / Implementation implementation model incl Process Process Deployment all technical details for process deployment on process platform (production environment) 6
- 7. Upper level tools for reuse Component Business E Modelling D L PI Capability Map, Strategy Map, P Linked to measures De P Des f P Depl • CBM maps available for some 50 industries • Public framework (FORM) based on CBM for DK Public Sector 21 February 2013 9 Nordic BPM Push Play Bo Ebro Christensen
- 8. From components to services – establishing the process pipeline Customer Customer Business Product Product Customer Financial Acquisitions Portfolio Service and Administration Management Operations Accounting Management Management Sales Sector Marketing Target Competency Business Planning Plans Customer Portfolio B = Base H L C= Planning M M and Analysis Customer Servicing Product Operations Customer Accounting Risk Management Competitive Target Competency & H L and Sales Planning Management Policies D = Differentiated B = Base Analysis Business Architecture Managing Products Credit and Risk C = Competitive Management L M H L M L L L L % RevenueL/ Cost L L ML = Market M L Leader Acquisition Planning BU Administration and Oversight Revenue L M Cost Securitization Revenue / Cost Manage Alliance Rel Application Checks Processing Case Handling “Hot” Component L L M L Revenue Operations & Policy & Procedure L M L H Administration Reconciliations High = $150M Product Development Controls LManualsL and Deployment Customer Behavior Financial Control Med = $70M M L Decisioning Service/Sales Low = $10M M M Administration M L L L L L L L HR Management Cost Treasury High = $160M M L Authorizations Billing M L Med = $75M M M Sales and Cross-Sell M M L M Administer Alliance Low = $11M Target Lists Customer Profile H H Financial L SLAs L (Prospecting) “Hot” Component Financial Capture Payments Consolidation Marketing Audit/ QA/ Legal L M M L M L M L L M L L M L Facilities Execution L M Contact/Event History Servicing Product Processing Market Research L L (Dialogue Handler) Develop and Operate M H Customer Account M L Collections and Systems Campaign Execution M H Recovery M M Rewards Mgmt Correspondence L L Accounting and G/L L L Product Directory M L H M L M Smart Routing M L Inventory Mgmt L L M M M Merchant Operations H M L Identify and evaluate benefit of processes CBM heat-maps helps you set the scope and priority List of Prioritized list Service of to-be List of roles/actors definitions process models 21 February 2013 Bo Ebro Christensen 12
- 9. 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 21 February 2013 13 Bo Ebro Christensen
- 10. 21 February 2013 15 Bo Ebro Christensen
- 11. KPIs 21 February 2013 16 Bo Ebro Christensen
- 12. APQC.ORG Taxonomy of processes down to E business activity level D L PI Predefined KPIs for measurements and P benchmarking De P Des f P Depl 21 February 2013 17 Bo Ebro Christensen
- 13. Industry Models E • Industry Models describe generic processes D and the context of these for an entire industry • Typically 3-400 processes are identifed and L mapped PI • Also describes generic services to be P invoked De • Usually no KPIs – or just KPIs in text form P Des • Not executable processes – needs to be f P Depl extended and mapped to existing services 21 February 2013 18 Bo Ebro Christensen
- 14. Industry Models for Financial Services - unique asset that ties Business and IT together Basis for Foundation Models Rapidly and enterprise accurately define architecture the scope of and model projects, existing based applications and Data Model Function Model Workflow Model new initiatives application development Business Process Models Data Comprehensive Enterprise-wide Warehouse basis for process specification Models improvement and for data marts simplification and the Object and Integration Models enterprise data warehouse Enterprise wide specification and design for software components and Service Oriented Architectures
- 15. Industry Frameworks Industry Models Industry Frameworks E E D D L L PI PI P P De De P Des P Des f f 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” 21 February 2013 20 Bo Ebro Christensen
- 16. Arbejdsgangsbanken Danish initiative to establish a public repository of processes in a reusable context Public repository for members (fee) E D Several samples of actual processes L within the same area. PI P De P Des f P Depl 21 February 2013 23 Bo Ebro Christensen
- 17. 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 21 February 2013 24 Bo Ebro Christensen
- 18. Patterns – workflowpatterns.com E • Patterns are used to accellerate modelling D • No KPIs associated with workflow patterns • Patterns for KPIs exist elsewhere L PI P De P Des f P Depl 21 February 2013 25 Bo Ebro Christensen
- 19. 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 BPEL4People WSBPEL BPEL BPMN 2.0 BPMN BPELJ BPML XPDL WSBPEL YAWL BPEL4WS ebXML BPXL WSCI BPSS 21 February 2013 26 Bo Ebro Christensen