BPMN Business Management Decision / Rules Management DMN Presentations Process Modeling

4 Key Benefits to Integrating BPMN and DMN

Description

The landscape of process modeling has evolved as have the best practices. The smartest companies are using decision modeling in combination with process modeling. The principle reason is that decisions and processes are discovered and managed in separate, yet, interrelated ways. Decision Model and Notation (DMN) is an evolution of Business Process Model and Notation (BPMN) 2.0 into an even more powerful and capable tool set. This presentation is from the recent webinar – Tom Debevoise and James Taylor share tips and advice from their new book, "The MicroGuide to Process and Decision Modeling in BPMN/DMN: Building More Effective Processes by Integrating Process Modeling with Decision Modeling". Watch the webcast https://decisionmanagement.omnovia.com/archives/207902

Transcript

4 Key Benefits of Integrating BPMN and DMN
James Taylor
Tom Debevoise Your Presenters James Taylor We work with clients to improve their business by identifying and modeling decisions, and applying business rules and analytic technology to automate & improve these decisions. Spent 12 years championing Decision Management. DMN Submitter Tom Debevoise We work with clients to provide solutions to complex problems in financials, industry, energy, security- areas where an (IOT) process/decision approach can accelerate solutions Spent 10 years promoting process-rules integration OCEB content provider © Decision Management Solutions, 2014
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Agenda
•BPMN
•DMN
•BPMN + DMN
Introductions
•Streamlined Processes
•Focused Discovery
•Improved Visibility and Flexibility
•Greater Analytic Agility
4 Benefits
•Next Steps with BPMN and DMN
•Questions
•Buying the book
Wrap BPMN BPMN 2.0 Basic Pallet
Task Subprocess
X
X
Exclusive Inclusive Parallel
Gateways
Activities
Start Intermediate End
Empty
Timer
Events
• 5 years on
Process Modeling
in BPMN:
– Match Use Case
Sentences to
activities events
and gateways
– Connect with
sequences and
sentences
– Workflow
patterns
Process Modeling in BPMN 2.0
•Human Centric: experience. Human- centric processes automate human activities.
•Document Management: processes that manage documents and the life cycles of documents.
•System-integrations: processes that integrate systems and applications to orchestrate their execution.
•Application – centric: The application centric process monitors integrations between various applications.
•Decision Driven: these processes connect decision points that can invoke large sets of business rules at the point of decision
SendRequestsReceive Replies Voter Decide Voting Process Document Approval Coordinator SystemSubmitterApproverFulfillmentStartHand-off Decide Review Decide Revision Rules Modeling in BPMN 2.0
•Simplified example of a decision rendered in BPMN
•As the topic evolves, the solution rapidly becomes complex
•Decision(s) are more likely spread throughout the process
Assign %12DiscountAssign %6DiscountUniversal Promotions>$10,000Compute Total PurchasesCompute Order Total>5,000Manage Special DiscountNo DiscountAssign %12DiscountAssign %5DiscountAssign %3DiscountPurchases XX >$10K<$5KAssign %6DiscountAssign %4DiscountNoDiscount>5 Yrs2-4 YrsStart X Customer Loyal? Unknown$5K- $10KYesNoLongevity XXX DMN © Decision Management Solutions, 2014
8
Decision Modeling and Notation (DMN) “… provide a common notation that is readily understandable by all business users… DMN creates a standardized bridge for the gap between the business decision design and decision implementation.” Use Cases Modeling Human Decision-making Modeling Requirements for automated Decision-making Implementing automated Decision-making OMG Specification Submitted by Decision Management Solutions, IBM, Oracle, TIBCO, FICO, Escape Velocity, KUL, Model Systems, KPI, Visumpoint © Decision Management Solutions, 2014
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The DMN Palette Decision Input Data Knowledge Source Business Knowledge Information Requirement Authority Requirement Knowledge Requirement © Decision Management Solutions, 2014
10
A DMN Decision Model
Decision
Input Data
Dependent Decisions
Authority
A
Total Number of Orders
Most Recent Order
Total Orders last 12 months
Lifetime Order Total
Customer Status
1
>= 5
< 90 days
> $10,000

Gold
2
>=10
< 180 days
> $20,000

Gold
3
>= 20
< 360 days
> $40,000

Gold
4

< 180 days

> $1,000,000
Gold
5



> $2,000,000
Gold
Gold Customer Determination
Decision Table BPMN + DMN Decisions are Different than Processes
•Decisions are declarative and hierarchical not sequential
•Decisions and processes have different stakeholders
•Decisions are measured differently
•Decisions can be driven by analytics
•Many decisions are logically dense Process and Decision Modeling Decisions first class object Decisions linked, not buried New process is simplified Independent process & decision changes Decisions are reusable Decisions are explicitly modeled Decisions an afterthought Decisions buried in process Process becomes complex Decisions only evolve with process Hard to share decisions Hard to model decisions precisely
BPMN Only
BPMN and DMN
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© Decision Management Solutions, 2014 BPMN + DMN
Task Subprocess
X
X
Exclusive Inclusive Parallel
Gateways
Activities
Start Intermediate End
Empty
Timer
Events
Streamlined processes
Focused Discovery
Improved visibility & flexibility
Greater analytic agility
Streamlined Processes © Decision Management Solutions, 2014
A Business Process Without Decisions
16 © Decision Management Solutions, 2014
Model Decisions to Bring Clarity
Separating Decisions simplifies
Modeling Decisions brings clarity
17 Focused Discovery Process Discovery Without Decisions
•No context for a data element, activity or logic step
•Data can be either a process-driver or a portion of a decision, or derived from events
•A gateway can select a pathway for process execution or it can be a part of a decision
•In large projects, the decisions that-drive decision can be intertwined with processes and events DMN Models Are A Common Language
Business
Decision
©2014 Decision Management Solutions 20
©2014 Decision Management Solutions
21
DMN Models Increase Understanding
Uncover Gaps
Automation Opportunities
Data Requirements
Shared Understanding
Rule Sources Improved Visibility and Flexibility © Decision Management Solutions, 2014
23
Separate Models Add Flexibility
v1
v2
v3
v4
v5
v1
v2
v3
v4
v5
v1
v2
v1
v2
v3
v4
v5
v6
v1
v1
v2
v3
v4
v5
Stable business process
Variable change cycle
Matched change cycle © Decision Management Solutions, 2014
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Business Impact Visibility Decision Models link Business Performance to Execution
Improve Cross-Sell
A
Total Number of Orders
Most Recent Order
Total Orders last 12 months
Lifetime Order Total
Customer Status
1
>= 5
< 90 days
> $10,000

Gold
2
>=10
< 180 days
> $20,000

Gold
3
>= 20
< 360 days
> $40,000

Gold
4

< 180 days

> $1,000,000
Gold
5



> $2,000,000
Gold
Gold Customer Determination Greater Analytic Agility Business Rules Can Improve Processes
© Decision Management Solutions, 2014
But not if they are spread through the process like Peanut Butter
Or dumped into a big bucket of rules © Decision Management Solutions, 2014
Analytics Can Improve Processes
Business Processes
Analytic Environment
But only if they can be applied to the process effectively
27 Analytics in the Real World
•Analytics must often be applied locally to a decision
–Industrial Equipment, calibrated for predictive maintenance for a particular device
–Weights of evidence for a loan portfolio
•Analytics provides factors that must inject new ‘rules’ into the process
•DMN models show how and where analytics change the decisions and hence the process Next Steps to Succeed with BPMN and DMN DMN-BPMN: A New Basic Palette
Task Subprocess
X
X
Exclusive Inclusive Parallel
Gateways
Activities
Start Intermediate End
Empty
Events
Flow
Sequence
Message
Rule Task (DMN)
The DMN palette allows
decision models from very
high-level to detailed logic
representation
The BPMN Palette
remains similar
The Power of Decision Modeling Decision modeling has filled the gap between process models and business rules in the most extensive project ever undertaken by the Finnish Tax Authority. “Decision modeling enables us to model our business by dividing it into concrete parts that are understandable to business people without being too detailed. It also helps us not to lose sight of the overall picture of the process while delving deep into the details of business rules.” Timo Laukkanen, Process Director, Finnish Tax Administration “I am truly amazed by decision modeling. This method gives me an agile tool for modeling quite complicated domains.” Katja Hietikko, Senior Business Developer, M.Sc. (Tech.) Getting Started
Discover Decisions and Processes Together
Use standard notations to model Processes, Decisions (BPMN/DMN)
Tie Decisions to Processes with Data, Gateways
© Decision Management Solutions, 2014
32 Questions? Recap Getting Started
Discover Decisions and Processes Together
Use standard notations to model Processes, Decisions (BPMN/DMN)
Tie Decisions to Processes with Data, Gateways
© Decision Management Solutions, 2014
35 © Decision Management Solutions, 2014
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Learn More Decision Management Solutions DecisionsFirst Modeler Consulting Training and Workshops http://decisionmanagementsolutions.com james@decisionmanagementsolutions.com Black Pearl Development Designs, Solutions, and Projects Near shore resources http://blackpearldevelopment.com tom@blackpearldevelopment.com © Decision Management Solutions, 2014
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Buy The Book Amazon.com amzn.to/1FJP8KC “Perfect combination and articulation of both notations” CreateSpace.com createspace.com/5044251 Kindle Version this week!

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