Contributed on September 3, 2015

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From Models to Data and Back: The Journey of the BPM Discipline and the Tangled Road to BPM 2020

Description

Keynote at the BPM’2015 conference: retrospective of the last 25 years of practice and research in BPM and roadmap for the coming years.

Transcript

Marlon Dumas
University of Tartu, Estonia
BPM 2015 | Innsbruck | 3 September 2015
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Process
discovery
Process
identi cafi tion
Process
analysis
Process
implementation
Process
monitoring
Process
redesign
Process
architecture
As-is process
model
Insights on
weaknesses and
their impact
To-be process
model
Executable
process
model
Conformance and
performance
insights
Distribution of Papers @ BPM
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Recker & Mendling: State-of-the-Art of Business Process Management Research as Published in the BPM conference (2015)
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Process
discovery
Process
identi cafi tion
Process
analysis
Process
implementation
Process
monitoring
Process
redesign
Process
architecture
As-is process
model
Insights on
weaknesses and
their impact
To-be process
model
Executable
process
model
Conformance and
performance
insights
BPM Maturity
Governance
Strategic alignment
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Engineering
•BPR
•BPD
Engineering
•BPR
•BPD
19901990 19951995 20002000 20052005 20102010
A Brief History of BPM
25 years ago…
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Process Automation Bricklaying
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…Meantime on the Research Side
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Sample research papers
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Engineering
•BPR
•BPD
Engineering
•BPR
•BPD
Automation &
architecture
•WFMS
•Process modeling
Automation &
architecture
•WFMS
•Process modeling
19901990 19951995 20002000 20052005 20102010
A Brief History of BPM
Ca. 1995
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…Meantime on the Research Side
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Sample research papers
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Engineering
•BPR
•BPD
Engineering
•BPR
•BPD
Automation
•WFMS
•Process modeling
Automation
•WFMS
•Process modeling
Integration
•SOA, BPEL
•BPMS
•Full-lifecycle BPM
Integration
•SOA, BPEL
•BPMS
•Full-lifecycle BPM
19901990 19951995 20002000 20052005 20102010
A Brief History of BPM
BPM’2003BPM’2003
2000-2005: Acronym Mania!
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WSFL
XLANG
BPEL
WSCI
WS-CDL
BPSS
BPML
OWL-S, WSMO
YAWL
BPMN
XPDL
UML 2.0 AD
EPC/EPML
Let’s Dance
SCOR
ITIL
eTOM
e3value
Executable
specification Choreography Conceptual
model
Reference
model
BPEL4Chor BPMN4Chor
…Meantime on the Research Side
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Basic Control Flow Patterns
• Pattern 1 (Sequence)
• Pattern 2 (Parallel Split)
• Pattern 3 (Synchronization)
• Pattern 4 (Exclusive
Choice)
• Pattern 5 (Simple Merge)
Basic Control Flow Patterns
• Pattern 1 (Sequence)
• Pattern 2 (Parallel Split)
• Pattern 3 (Synchronization)
• Pattern 4 (Exclusive
Choice)
• Pattern 5 (Simple Merge)
Advanced Branching and
Synchronization Patterns
• Pattern 6 (Multi-choice)
• Pattern 7 (Synchronizing
Merge)
• Pattern 8 (Multi-merge)
• Pattern 9 (Discriminator)
Workflow Patterns (Coopis’2000)
Structural Patterns
• Pattern 10 (Arbitrary Cycles)
• Pattern 11 (Implicit Termination)
Patterns involving Multiple Instances
• Pattern 12 (Multiple Instances Without
Synchronization)
• Pattern 13 (Multiple Instances With a Priori
Design Time Knowledge)
• Pattern 14 (Multiple Instances With a Priori
Runtime Knowledge)
• Pattern 15 (Multiple Instances Without a Priori
Runtime Knowledge)
State-based Patterns
• Pattern 16 (Deferred
Choice)
• Pattern 17 (Interleaved
Parallel Routing)
• Pattern 18 (Milestone)
Cancellation Patterns
• Pattern 19 (Cancel Activity)
• Pattern 20 (Cancel Case)
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2005
21
Engineering
•BPR
•BPD
Engineering
•BPR
•BPD
Automation
•WFMS
•Process modeling
Automation
•WFMS
•Process modeling
Integration
•SOA, BPEL
•BPMS
•Full-lifecycle BPM
Integration
•SOA, BPEL
•BPMS
•Full-lifecycle BPM
Consolidation
•BPMN
•REST
•SaaS CRM, ERP, …
•Cloud BPM
Consolidation
•BPMN
•REST
•SaaS CRM, ERP, …
•Cloud BPM
19901990 19951995 20002000 20052005 20102010
A Brief History of BPM
BPM’2003BPM’2003
2005-10
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WSFL
XLANG
BPEL
WSCI
WS-CDL
BPSS
BPML
OWL-S, WSMO
YAWL
BPMN
XPDL
UML 2.0 AD
EPC/EPML
Let’s Dance
Executable
specification Choreography Conceptual
model
Reference
model
BPEL4Chor BPMN4Chor
SCOR
ITIL
eTOM
e3value
BPMN 2.0
…Meantime on the Research Side
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25
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?!
Engineering
•BPR
•BPD
Engineering
•BPR
•BPD
Automation
•WFMS
•Process modellng
Automation
•WFMS
•Process modellng
Integration
•SOA, BPEL
•BPMS
•Full-lifecycle BPM
Integration
•SOA, BPEL
•BPMS
•Full-lifecycle BPM
Consolidation
•BPMN
•REST
•SaaS CRM, ERP, …
•Cloud BPM
Consolidation
•BPMN
•REST
•SaaS CRM, ERP, …
•Cloud BPM
Beyond flow models
•Process mining
•Case management
•Variability management
•Decision management
Beyond flow models
•Process mining
•Case management
•Variability management
•Decision management
19901990 19951995 20002000 20052005 20102010
A Brief History of BPM
BPM’2003BPM’2003
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…Meantime on the Research Side
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?!
BPM’2012 use cases
• Design model
• Discover model from event
data
• Select model from collection
• Merge models
• Compose model
• Design configurable model
• Refine model
• Enact model
• Log event data
• Monitor
• Adapt while running
• Analyze performance based
on model
• Verify model
• Check conformance using
event data
• Analyze performance using
event data
• Repair model
• Extend model
• Improve model 3
BPM’2020 use cases
• Improve process using…
• Improve process using…
• Improve process using…
• Improve process using…
• Improve process using…
• …
• Improve BPM practice…
• Improve BPM practice…
• Improve BPM practice…
• Improve BPM practice…
• Improve BPM practice…
• …
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2005-2010
2015-2020
1995-2005
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2015-2020
The Road Ahead
WHAT?
HOW?
What? – Open Challenges
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Process Variation
© Manfred Reichert
Optimizing Variation
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Beware!
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Optimizing Decisions
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Optimizing interactions
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Sample research papers
This slide has been intentionally left blank
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Sample research papers
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How? – Approach
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Research Methods @ BPM
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Recker & Mendling: State-of-the-Art of Business Process Management Research as Published in the BPM conference (2015)
Template for BPM’2016-2020 papers
This paper addresses the problem of optimizing
[variations | interactions | decisions | …) in business
processes [with respect to what criteria]
Based on [interviews | survey | Delphi | lit review], a
[model | method | …] is proposed…
The proposal is validated using [N case studies | user
experiments | performance experiments | …]
The results show that the proposal improves business
processes [how?, to what extent? w.r.t what baseline?]
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Do anything except:
•Illegal or unethical stuff
•Not improving business processes or BPM practices