Contributed on November 15, 2011

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Aligning BPM and EA

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A tutorial given at the Building Business Capability conference in Fort Lauderdale, Florida, October/November 2011

Transcript

Architecting A Business Process Environment Aligning BPM and EASandy Kemsley l www.column2.com l @skemsley My History in BPM l Mid-late 80’s: from satellite imaging to document imaging to workflow l Early 90’s: desktop imaging/workflow product l Mid-late 90’s: integrate imaging, workflow, EAI and e-commerce systems l 2000-1: FileNet (now IBM) BPM evangelist l 2002-now: process architect and BPM industry analyst Copyright Kemsley Design Ltd., 2011 2 My BPM Calling Card l Column2.com: “a blog about BPM, Enterprise 2.0 and technology trends in business” l Community of up to 3,000/day l Best known for: l Conference blogging l Product reviews l Independent opinions Copyright Kemsley Design Ltd., 2011 3 Agenda l What is Enterprise Architecture? l What is Business Process Management? l EA-BPM Relationships and Synergies l Model Types and Interactions l Using BPMN 2.0 (Business Process Model and Notation) Copyright Kemsley Design Ltd., 2011 4 Definitions of EA and BPM Copyright Kemsley Design Ltd., 2011 5 What is EA? EA is the process of translating business vision and strategy into effective organizational change by creating, communicating and improving the key requirements, principles and models that describe the organization’s future state and enable its evolution. Gartner Copyright Kemsley Design Ltd., 2011 6 What Is EA? 1. A formal description of a system, or a detailed plan of the system at a component level to guide its implementation – OR – 2. The structure of components, their inter- relationships, and the principles and guidelines governing their design and evolution over time TOGAF Copyright Kemsley Design Ltd., 2011 7 What Is EA? An architectural discipline that merges strategic business and IT objectives with opportunities for change and governs the resulting change initiatives IBM Copyright Kemsley Design Ltd., 2011 8 EA Defined l Strategy (evolutionary path) to achieve desired business future state l Artefacts for documenting and communicating strategy l Many methodologies/frameworks: may be a process, a taxonomy or a practice Copyright Kemsley Design Ltd., 2011 9 EA Goals l Enterprise planning l Describe current and future state of the structure of an enterprise l Business-IT alignment l Links between business/technology artefacts l Business visibility and measurement l Change-friendly capability delivery l Adaptable and agile for continuous change Copyright Kemsley Design Ltd., 2011 10 What is BPM? BPM is a management discipline that treats processes as assets that directly contribute to enterprise performance by driving operational excellence and business process agility. BPM employs methods, policies, metrics, management practices and software tools to continuously optimize the organization’s processes to improve business performance against goals and objectives Gartner Copyright Kemsley Design Ltd., 2011 11 BPM Defined l A management discipline for improving cross-functional business processes l The methods and technology tools used to manage and optimize business processes Copyright Kemsley Design Ltd., 2011 12 BPM Goals l Efficiency l Automating steps and handoffs l Integrating systems and data sources l Compliance l Achieving and proving standardization l Agility l Changing processes quickly and easily l Visibility l See what’s happening in a process Copyright Kemsley Design Ltd., 2008 13 Synergies and Benefits Copyright Kemsley Design Ltd., 2011 14 Overlapping, Not Concentric EA BPM • Strategy • Models • Targets • Execution • Models • Metrics Copyright Kemsley Design Ltd., 2011 15 Linking EA and BPM l Connect EA strategy and BPM execution tactics l EA shows what needs to be done to get from strategy to execution l BPM is an accelerator that turns EA concepts into BPM initiatives to facilitate that goal l Natural synergy from planning to solution delivery Copyright Kemsley Design Ltd., 2011 16 Sharing Between EA and BPM:Participants l Chief architect l Business architect l Process architect l Each needs to participate in both EA team and BPM center of excellence (CoE) Copyright Kemsley Design Ltd., 2011 17 Copyright Kemsley Design Ltd., 2011 18 Sharing Between EA and BPM:Activities l End-to-end enterprise process modeling l Conceptual and logical process design l Establish process standards l Establish and maintain artefact repository Copyright Kemsley Design Ltd., 2011 19 Sharing Between EA and BPM:Key Models l Process models l Functional flow between people and systems l Organizational models l Roles, skills, hierarchy l Data models l Information structures shared by systems Copyright Kemsley Design Ltd., 2011 20 Sharing Between EA and BPM:Goals and Performance Indicators l EA creates targets for business measurement l Future state models l Requirements and principles l BPM feeds back metrics to assess EA targets l Inform and improve planning with actual performance data Copyright Kemsley Design Ltd., 2011 21 EA-BPM Additional Benefits l EA helps BPM to evolve from a project to a centre of excellence (CoE) l Widen scope to holistic end-to-end processes l Sharing of resources, artefacts and repositories l Encourage governance and standards l BPM encourages process thinking in EA l Focus on end-to-end processes l Push for service-oriented architecture Copyright Kemsley Design Ltd., 2011 22 EA and BPM: Better Together Copyright Kemsley Design Ltd., 2011 23 From IBM White Paper: “Continuous improvement with BPM and EA Together” Separation of Concerns l Scheduling: l Enterprise planning versus solution delivery l Ongoing activities versus project-specific l Artefacts: l Suitability for planning versus design l Shared versus one-way translation versus bi- directional round-trip l Usability for different audiences Copyright Kemsley Design Ltd., 2011 24 Model Types And Interactions Copyright Kemsley Design Ltd., 2011 25 Horizontal and Vertical ModelAlignment l Linking process models to other model types in a taxonomy: l Data l Organizational l Security l Rules l Events l Process models: levels and usages Copyright Kemsley Design Ltd., 2011 26 From IBM White Paper: “Continuous Ltd., 2011 Copyright Kemsley Design improvement with BPM and EA Together” 27 Copyright Kemsley Design Ltd., 2011 28 Interrelated Model Types l Process models Data l Organizational models l Data models Events Organization l Security models Process l Event models l Rules models Rules Security Copyright Kemsley Design Ltd., 2011 29 Linking Process and Data Models l Process activities require data input/output l Information presented to or gathered from person l Data passed to or from automated service l Process design includes process instance data model l Subset of enterprise data model Copyright Kemsley Design Ltd., 2011 30 Copyright Kemsley Design Ltd., 2010 31 Linking Process, Organizationaland Security Models l Process activities require specific skills or security access levels l Process activities assigned to roles l Process activities may use implied organizational hierarchy Copyright Kemsley Design Ltd., 2011 32 Copyright Kemsley Design Ltd., 2010 33 Linking Process and Rule Models l Process decisions represent business rules l Branching/routing decisions l Data validation l Get/set data values l Rules can be externalized as decision services, or inherent in process model Copyright Kemsley Design Ltd., 2011 34 Copyright Kemsley Design Ltd., 2011 35 Linking Process and EventModels l Events are external actions (information or control) that impact that process l Event triggers a process l Process triggers an event l Event interrupts or diverts process l Events increase process responsiveness to changing conditions Copyright Kemsley Design Ltd., 2011 36 Event-Driven Process Copyright Kemsley Design Ltd., 2011 37 Process Model Levels l EA l Strategy: processes linked to business motivation and strategies l BPM l Documentation: implementation-independent models for as-is/to-be analysis l Implementation: model-driven design in a BPM system (BPMS) Copyright Kemsley Design Ltd., 2011 38 Different Perspectives on ProcessModels l Different modeling tools: l Process modeling in EA tool l Standalone business process analysis (BPA) tool l Visio and other unstructured environments l Business perspective in BPMS tool l Technical/design perspective in BPMS tool l Translations between perspectives and tools Copyright Kemsley Design Ltd., 2011 39 Copyright Kemsley Design Ltd., 2010 40 Copyright Kemsley Design Ltd., 2011 41 Process Models In Practice Copyright Kemsley Design Ltd., 2011 42 Why BPMN? l OMG-supported standard l Support by many tool vendors l Training and certification programs l Ongoing enhancements in BPMN 2.0: l Advanced event modeling l Serialization for model interchange l Execution semantics Copyright Kemsley Design Ltd., 2011 43 BPMN: The Rosetta Stone ofProcess l Enables communication between different audiences: l Business users l Business analysts l Technical implementers Copyright Kemsley Design Ltd., 2011 44 BPMN Is Simple… l Activity l Gateway l Event l Data Source: http://bpmb.de/poster The BPMN 2.0 Problem l More than 100 elements l Unlikely to be fully understood by most experts, much less users l Unlikely to be fully supported by most vendors l Has led to rejection of BPMN in favor of “simpler” modeling paradigms Source: M. zur Muehlen, Stevens Institute of TechnologyCopyright Kemsley Design Ltd., 2011 48 The BPMN 2.0 Solution l Not everyone needs to learn everything l Group BPMN elements into sets used by different personas l Business user l Business analyst l Architect/developer l Each level adds more detail to model BPMN 2.0 Subclasses l Simple: start, end, Executable task, sequence flow, AND, OR, subprocess Analytic l Descriptive: add task types, event types, swimlanes, message Descriptive flows, data objects l Analytic: full enterprise architecture modelling Simple l Executable: complete set for executable models Copyright Kemsley Design Ltd., 2011 50 What Do Business Users ReallyNeed? l Smaller subset of elements (?) l Depends on user skills/aptitude l Comprehension of BPMN without necessarily being able to model: l Work with analysts to capture processes l Review and approve models, with a cheat sheet or generous annotation A Hierarchy Of Process Models l Different perspectives from EA to BPM: l Milestones: major phases l Handoffs: transitions between roles and organizations l Decisions: major decision points and exception paths l Procedures: requirements-level view of process (zur Muehlen on BEA and DoDAF) Copyright Kemsley Design Ltd., 2011 52 Copyright Kemsley Design Ltd., 2011 53 Summary Copyright Kemsley Design Ltd., 2011 54 BPM In An EA Context l Defining BPM and EA l Synergies l Participants l Activities l Models l Goals l Model types and interactions l Process modeling in practice Copyright Kemsley Design Ltd., 2011 55 Sandy Kemsley Kemsley Design Ltd.email: sandy@kemsleydesign.comblog: www.column2.comtwitter: @skemsleyQuestions? 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