ECA 2010, Geneva, Switzerland Creating a synergy between BPM* and electronic archives

1. ECA 2010, Geneva, Switzerland Creating a synergy between BPM* and electronic archives * BPM – Business Process Management Dr Alexander Samarin www.samarin.biz

2. About me • An enterprise solutions architect • From a programmer to a systems architect • Experience in scientific, international, governmental and industry environments • Creator of systems which work without me • Practical adviser for design and implementation of enterprise solutions • My main “tool” is an architectural framework for improving enterprise business process management systems Creating a synergy between BPM and electronic archives

3. BPM is a tool for improving enterprise business performance A multitude of tools “handle” processes A natural evolution of BPR, Lean, ISO 9001, 6 Sigma The aim is to have a single descriptionof business processes: - model in design - input for project planning and execution - executable program for coordination of work - documentation for all staff members - basis for management decisions • The theory • BPM as a discipline (use processes to manage an enterprise) • The tools • BPM as software: • BPM suite (BPMS) An enterprise portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio The practice Any process-centric enterprise has some BPM, but how can we industrialise this BPM? Creating a synergy between BPM and electronic archives

4. BPM concerns everyone • Co-existence of many people, many rolesand many structures • functional • organisational • operational • projects • social • etc. Creating a synergy between BPM and electronic archives

5. Systems view on BPM • Co-existence of many artefacts • vision, plans, processes, capabilities, services, etc. • Dynamic and interrelated • Not all relationships between artefacts are explicit • Not all relationships between artefacts are interpreted consistently by different staff members and systems Creating a synergy between BPM and electronic archives

6. Business processes are complex relationships between artefacts • Who (roles) is doing What (business objects), When (coordination of activities), Why (business rules), How (business activities) and with Which Results (performance indicators) • Make these relationships explicit and executableWhat you model is what you execute Creating a synergy between BPM and electronic archives

7. Different enterprise artefacts • Business artefacts • Events • Processes • Activities • Roles • Rules • Data & documents • Audit trails • Performance indicators • Services • Organisational and technical artefacts … Human “workflow” Data structures Roles Documents Events Rules Processes Services Audit trails KPIs Creating a synergy between BPM and electronic archives

8. Services and processes (1) • Services are considered to be explicitly-defined and operationally-independent units of functionality • Formal description • Operational independence • Invisible implementation Creating a synergy between BPM and electronic archives

9. Services and processes (2) • Processes are considered to be an explicitly-defined coordination of services to create a particular outcome • Formal description • Coordination Creating a synergy between BPM and electronic archives

10. Process anatomy (1) • The business is driven by events • For each event there is a process to be executed • Process coordinates execution of activities • The execution is carried out in accordance with business rules Creating a synergy between BPM and electronic archives

11. Process anatomy (2) • Each business activity operates with some business objects (data or documents) • A group of staff member (business role) is responsible for the execution of each activity • The execution of business processes produces audit trails • Audit trails (which are very detailed) are also used for the calculation of Key Performance Indicators (KPIs) Creating a synergy between BPM and electronic archives

12. Be ready to wide spread misunderstanding Creating a synergy between BPM and electronic archives

13. Build RM into business processes: capturing of records (1) • Typical end-to-end business process • But, the “white space” is the place where records are emerging • Let us make it explicit as important intermediate events Sign contract Fullfil contract Prolongate contract Find client Sign contract Fullfil contract Prolongate contract Find client Creating a synergy between BPM and electronic archives

14. Build RM into business processes: capturing of records (2) • What to capture? • Business objects used • Data • Documents • Metadata • Business rules applied (and their results) • Business events occurred • Business roles involved (and actual participants worked) • Audit trails generated (performance information) • If an artefact is versionable then recording of its ID is sufficient Creating a synergy between BPM and electronic archives

15. Build RM into business processes: access control (1) • Align access rights with the work to be done Do something Grant necessary rights to a person who will carry out this activity to access involved business objects Revoke previously granted rights Creating a synergy between BPM and electronic archives

16. Build RM into business processes: access control (2) • Align security with the work progress (preparation of an organisational document) Group drafting Committee review Management approval Personal version Public Private Confidential Secret Top-secret Creating a synergy between BPM and electronic archives

17. Build RM into business processes: managing of versions (1) • Single version Multiple versions Creating a synergy between BPM and electronic archives

18. Build RM into business processes: managing of versions (2) • What to do with intermediate versions? Creating a synergy between BPM and electronic archives

19. Build RM into business processes: managing of versions (3) Creating a synergy between BPM and electronic archives

20. Build RM into business processes: producing good documents PDF Archive Image Creating a synergy between BPM and electronic archives

21. Build RM into business processes: Business follow-up • Execute at the end of a business process some checks that all documents (from this business process instance) have been properly classified • Can be a mixute of automated and human tasks (process pattern M&M) Creating a synergy between BPM and electronic archives

22. An electronic enterprise archive as a BPM system (1) • Events • New record received • Retention period of a dossier expired • Access to records requested • ... • Business objects • Records • Dossiers • Documents • Calendars Creating a synergy between BPM and electronic archives

23. An electronic enterprise archive as a BPM system (2) • Rules • Retention calendar • Classifications • Naming conventions • Filing plan • ... • KPIs (consider service level agreements) • Yearly acquicition transfer from current to semi-current archive < 2 weeks Creating a synergy between BPM and electronic archives

24. An electronic enterprise archive as a BPM system (3) • Processes • One per each event • Explicit and executable • Perfect audit trails • Be a good service provider • Reliable (as a nuclear waste storage) • Convenient (do not block users) • Always available • Fully transparent • Well architected Creating a synergy between BPM and electronic archives

25. Main advantages of the architectural framework for BPM • Helps to reduce complexity and to increase flexibility • Based on aBPM reference model • Addresses the needs of the mostdifficult aspect – people • Use of explicit and executable models • Business process modelling in BPMN • Rules for finding services and quick prototyping • Guidelines for usage of different technologies • Link with enterprise architecture Creating a synergy between BPM and electronic archives

26. Thank you! Contact information: AlexanderSamarin alexandre.samarine@gmail.com www.improving-BPM-systems.com Creating a synergy between BPM and electronic archives