Process Identification and Reuse Bo Ebro Christensen , Executive IT Architect, IBM

1. Process Identification and Reuse Bo Ebro Christensen, Executive IT Architect, IBM

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 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 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 Bo Ebro Christensen

5. BPM Disciplines – coarse grained – used for this discussion only Process Modeling Focus Monitoring / measurements Focus Strategy, goals, competencies, capabilities Critical success factors etc Enterprice, LoB, business area Process landscape Process groups Key Performance Indicators, consistency, validation Single process and related artefacts Key Performance Indicators, - Benchmark results within organization and across orgs IT non-functional requirements

6. Business (Process) Modeling – Pyramid From Level 0 down to Level 6 level name level description user role Business strategist 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 Logical Process Domains / Process Groups Level 2 - (list of) Key processes of a functional domain or business unit, e.g. for Human Resources: Recruitment, Payroll, Education Programs, etc Landscape Business analyst 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' Logical Basic Business Process WHAT Process Identification Mod. For Redesign Mod. For Docu Process architect Process Definition Business Physical Process HOW Level 4 - Detailed physical business process model incl control flow (sequences, parallelism, loops, etc) Mod. For Execution Mod. Execute +Monitor Level 5 - Detailed physical business now adapted to 'runtime‘ limitations Technical Physical Process Process Design Integration specialist Level 6 - Execution / implementation model incl all technical details for process deployment on process platform (production environment) Implementation Process Process Deployment

7. Upper level tools for reuse E Component Business Modelling D L Capability Map, Strategy Map, Linked to measures PI P Def • CBM maps available for some 50 industries • Public framework (FORM) based on CBM for DK Public Sector P Des P Depl Nordic BPM Push Play Bo Ebro Christensen

8. From components to services – establishing the process pipeline Identify and evaluate benefit of processes CBM heat-maps helps you set the scope and priority List of Service definitions Prioritized list of to-be process models List of roles/actors Bo Ebro Christensen

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 Bo Ebro Christensen

10. Bo Ebro Christensen

11. KPIs Bo Ebro Christensen

12. APQC.ORG Taxonomy of processes down to business activity level E D Predefined KPIs for measurements and benchmarking L PI P Def P Des P Depl Bo Ebro Christensen

13. Industry Models E • 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 D L PI P Def P Des P Depl Bo Ebro Christensen

14. Foundation Models Function Model Data Model Workflow Model Business Process Models Data Warehouse Models Object and Integration Models Industry Models for Financial Services - unique asset that ties Business and IT together Rapidlyand accurately define the scope of projects, existing applications and new initiatives Basis for enterprise architecture and model based application development Comprehensive basis for process improvement and simplification Enterprise-wide specification for data marts and the enterprise data warehouse Enterprise wide specification and design for software components andService Oriented Architectures

15. Industry Frameworks Industry Models Industry Frameworks E E D D L L PI PI P Def P Def 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” P Des P Des P Depl P Depl Bo Ebro Christensen

16. Arbejdsgangsbanken E • Danish initiative to establish a public repository of processes in a reusable context • Public repository for members (fee) • Several samples of actual processes within the same area. D L PI P Def P Des P Depl 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 Bo Ebro Christensen

18. Patterns – workflowpatterns.com E • Patterns are used to accellerate modelling • No KPIs associated with workflow patterns • Patterns for KPIs exist elsewhere D L PI P Def P Des P Depl 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 BPMN 2.0 WSBPEL BPMN BPEL BPEL4People BPELJ BPML XPDL WSBPEL YAWL BPEL4WS ebXML BPXL WSCI BPSS Bo Ebro Christensen