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Process Performance Zone

Process Performance Zone. 30 YEARS AND STILL NOTHING HAS CHANGED. Jon Pyke – Chief Strategy Officer . The Compliance Gap. The Business Process – where two worlds collide. A Definition.

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Process Performance Zone

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  1. Process Performance Zone

  2. 30 YEARS AND STILL NOTHING HAS CHANGED Jon Pyke – Chief Strategy Officer

  3. The Compliance Gap The Business Process – where two worlds collide

  4. A Definition Business Process Management (BPM)is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches.

  5. A Definition Services Oriented Architecture (SOA)is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches.

  6. A Definition Complex Event Processing (CEP)is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches.

  7. A Definition Lysergic Acid Diethylamide (LSD)is a natural and holistic approach to operating a business that produces a highly efficient, agile, innovative, and adaptive team that far exceeds that achievable through traditional management approaches.

  8. What’s it really all about? Wikipedia defines Business Process Management thus: “The term Business Process Management (or BPM) is a set of activities which organizations can perform to either optimize their business processes or adapt them to new organizational needs. As these activities are usually aided by software tools, the term BPM is synonymously used to refer to the software tools themselves.”

  9. The Job BPM is there to do • Makes it easier to improve existing business processes and create new ones • Enables the automation of processes across the entire organization and beyond • Provides managers with real-time information on performance • Allows organizations to take full advantage of new computing services. • Puts existing and new processes under the direct control of business managers – no technology * Source: Understanding your organization’s Processes – Pyke et al - CUP

  10. Business Process Management • It’s about People • It’s about Business • It’s about managing performance • It’s about improved control • It’s not about SOA!!! • It’s not about Web Services The business need Yucky technical stuff

  11. The BPM Evolution – from humble workflow origins • where these two technologies overlap • where they are different • which mathematical models to use • which standards are applicable to which part of the stack • and all that associated puff.

  12. Origin discussions are behind us: • One technology begat the other • But now they appear to be diverging • Some platform vendors suggest BPM: • Is only about system-to-system • People not involved • But we know different!!! • And we know what’s wrong!!!

  13. Workflow sucks • Workflow sucks because poor assumptions • Too inflexible • People don’t tend to work that way • The unexpected is ever present Not any of my products you understand

  14. Light relief • Six Sigma and the Golfer* • 2 sigma - you'd miss 6 putts per round • 3 sigma - you'd miss 1 putt per round • 4 sigma - you'd miss 1 putt every 9 rounds • 5 sigma - you'd miss 1 putt every 2.33 years • 6 sigma - you'd miss 1 putt every 163 years * Source Stephen Phelan, SVP, Formation Systems - play 100 rounds per year

  15. BPM sucks • BPM sucks because it ignores carbon • But it’s good because of heritage • Systems do as you expect • BPEL4PEOPLE won’t fix the problem

  16. It sucks • The Web sucks because it bombards us with too much info – most of which we can’t absorb • Web 2.0 will suck harder – because we’ll get even more stuff than we do now

  17. The move towards Process Provisioning

  18. Business will get harder • More compliance • More competition • More control • But more information • More unstructured communication • Harder to manage and track

  19. The process the business sees could be as simple as reading and approving the output from some composite application One man’s task is another’s process

  20. Integration (EAI Packages) J2EE Customers (Databases) Java (Application Servers) ERP(Packages) Customer Service(Client/Server) Logistics (Mainframes) Content/ Personalisation (Interaction Packages) The process the IT people see is a set of service interactions– which are transparent to the business One man’s task is another’s process

  21. Customers Supply Chain Mobile Workforce Partners Interaction Data Integration Windows Terminal Apps Mainframes Content Mgmt Unix Home-grown Packaged Apps Portals ERP BusinessProcess Technology Process

  22. Did you know? According to Forrester 85% of all business processes require human interaction! People need to collaborate!

  23. Which means it’s not a question one or the other OR People (Workflow) Centric System (Integration) Centric

  24. Understanding that business processes exist at 2 levels (the Silicon and the Carbon) takes us a long way towards understanding what it is we really need. It’s both

  25. System to System People to System Collaboration Case Management Exceptions Real life scenario

  26. Enterprise Application Integration Business Process Integration Business Process Management Business Process Management Expanded into BPM Document imaging Separate market Total BPM Two different kinds of BPMS Total BPM Integration Centric Human Centric Workflow Mid-late 1980s Mid-late 1990s 2002-05 2006+

  27. What you need from BPM • Tools that make it easier to improve existing business processes and create new ones • The ability to automate processes across the entire organization and beyond • Get real-time information on performance • take full advantage of new computing services. • Puts critical processes under the direct control of the business • Develop and deploy what you need when you need it

  28. What you need from BPM • Total BPM Suite: • With both strong IC and HC in 1 Suite/Product: • Supports Closed-Loop BPM • What you model is what you execute • Facilitates all 4 phases of a process lifecycle (Design, Execute, Monitor, Improve) • Collaborative Design Paradigm for Business-IT • Business (Modeling/Design) and IT (Implementation) share common diagram, data and tools • Allows iterative design & implementation with direct business involvement - Round-trip Engineering

  29. What Cordys does • Process Provisioning Technology which: • Facilitates the design and implementation of all processesEmphasis on collaboration • Human to Human, System to System, Human to System BPM = (H2H*S2S+H2S) • Delivers full instrumentation and analytics • Puts the end user in control

  30. If that’s what you want, that’s what you get

  31. Thank you

  32. Process Performance Zone

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