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Managing Environmental Protection Processes via BPM at Deutsche Bahn

This study describes how Deutsche Bahn implemented a Business Process Management (BPM) project to improve nature and species conservation. The project led to the launch of the Information System for Nature Conservation and Compensation (FINK).

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Managing Environmental Protection Processes via BPM at Deutsche Bahn

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  1. Managing Environmental Protection processes via BPM at Deutsche BahnFINK – The Information System for Nature Conservation and Compensation Ingo Rau Iris Rabener Jürgen Neumann Svetlana Bloching

  2. INTRODUCTION

  3. Introduction • Operating in 130 countries, Deutsche Bahn AG is one of the world’s leading passenger and logistics companies. As part of the DB2020 strategy, Deutsche Bahn seeks to remain a profitable market leader and to become one of Germany’s top ten employers and an eco-pioneer. • One of its environmental goals is to improve nature and species conservation. When interventions with landscape and nature cannot be avoided, it creates an acceptable alternative or replacement so natural habitats for endangered species are not lost. • This study describes how Deutsche Bahn met these requirements as part of a Business Process Management (BPM) project and how the project culminated in the launch of the Information System for Nature Conservation and Compensation(Fachinformationssystem Naturschutz und Kompensation), known as FINK.

  4. SITUATION FACED

  5. Situation Faced • The Federal Nature Conservation Act (BNatSchG) demands environmental compensation for interventions in nature and landscapes • Deutsche Bahn, one of the largest construction facilitators in Germany, plans and develops about 1000 new such compensation measures every year • The Federal Railway Authority demands regular reports on the state of these compensation measures • Prior to the beginning of the case study described here, Deutsche Bahn had no IT system that could meet these requirements

  6. Situation Faced Interventions in nature are subject to compensation obligations regular reports on the state of these compensation measures Federal Railway Authority

  7. ACTION TAKEN

  8. Action Taken • The project called FINK wasinitiated in order to create a comprehensive and legally compliant report for The Federal Railway Authority • This life-cycle of a compensation obligation was initially modelled as a process using BPMN • To ensure the quality of data a web application based on Open Source components was developed • A core of a System is a Business Process Management System (BPMS)

  9. Action Taken Project phases: • Preliminary study to provide recommendations for process redesign, a suitable IT-infrastructure, and key requirements of the IT system • Proof-of-concept to demonstrate the chosen system architecture’s feasibility • Development and rollout of the productive system

  10. Action Taken Process modelling with BPMN 2.0

  11. Action Taken Executable process in a Business Process Management System

  12. Action Taken Technology Stack Portal • User Interface • Usermanagement JSF Library BPM Engine • BPMN 2.0 • DMN / CMMN Rules Engine Process modeling Oracle DB Open Source Stack • Linux / Apache / JBoss • Standard Betriebsführung

  13. RESULTS ACHIEVED

  14. Results achieved • FINK is up and running (More than 1000 user!) • The FINK project engages intensively with the process of compensation obligations at multiple levels in Deutsche Bahn • The result is a uniform understanding of what data needs to be stored for compensation obligations in order to ensure quality-controlled reporting • Committees at both the management level and the user level coordinate the processes across the business units • An interdisciplinary team of environmental experts, process experts, and software engineers developed FINK using agile methods • After two years the system FINK began regular operation und is now used by a multitude of employees at Deutsche Bahn and by many external partners

  15. Results achieved Web application FINK is used by more than 1.000 employees at Deutsche Bahn and external users:

  16. LESSONS LEARNED

  17. Lessons learned • Successful BPM projects involve change! • Business departments lacking sound competencies in process analysis, process design, and requirements management can build expertise gradually with the help of external experts • Mapping from quality requirements to business rules can largely automate the quality-assurance process, and the notation standards of BPMN and DMN integrate well • The use of a BPMS can also facilitate monitoring, documentation, and verification duties • A consistent Open Source approach using standard Java components was successful in the project

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