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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
4
Recker & Mendling: State-of-the-Art of Business Process Management Research as Published in the BPM conference (2015)
5
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
23
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
26
?!
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