Future Process

transcript

Future Process

Prof Michael Rosemann, Head of the Information Systems Discipline & Co-Leader of the BPM Research Group, QUT

Keynote presentation

ProcessDays 2009

The best way to predict the future is to create it.Peter Drucker

Agenda

• The Internet of Things

• Process Choreography as a Service

• Process Design as a Services

• Interactive Process Modelling

The Token: From Forgotten to Trusted- Or: The Internet of Things

Example 1: The Q Card

Example 2: SmartGate / e-Passport

Example 3: Paypal's Bumper Payment

Example 4: Monitoring the Bijlmer Euro

From the Token to Process Specialisation

• Case Study:Princess Alexandria Hospital, Brisbane

• Traumatology Department– How do we work on Sundays?– What are the differences in our clinical

pathways if trauma expert X is not present?– What differentiates the processes of the four

trauma levels?

Recording 29TB of Trauma Cases

Database of allrecorded trauma cases

24/7 Audio &Video recording

Resuscitation room

Scope and cut traumacases for processing

Step 1: Querying

ConductX-Ray

HandoverPatient

Place IVAccess

ConductX-Ray

HandoverPatient

Place IVAccess

PatientArrival

Preparation

Patient Arrival

Preparation

ConductX-Ray

HandoverPatient

CoveringPatientArrival

Preparation

How were well performed trauma cases been conducted last month?

Trauma CaseDatabase

Case 12

Case 25

Case 27

Query and filter all caseswhich occurred last monthand which performed well

Step 2: Late Merging

ConductX-Ray

HandoverPatient

Place IVAccess

ConductX-Ray

HandoverPatient

Place IVAccess

PatientArrival

Preparation

Patient Arrival

Preparation

ConductX-Ray

HandoverPatient

CoveringPatientArrival

Preparation

Case 12

Case 25

Case 27

ConductX-Ray

HandoverPatient

Place IVAccess

ConductX-Ray

HandoverPatient

PatientArrival

Preparation

Covering

The filtered cases are merged into one processmodel

Step 3: Process Model will be enrichedwith Contextual Information

ConductX-Ray

HandoverPatient

Place IVAccess

ConductX-Ray

HandoverPatient

PatientArrival

Preparation

Covering

Case related- Avg. Resources: 5- Avg. ETA: 15min- Trauma Alerts: 2- Trauma Attends: 1- Patient Treatment: 28min- Func. Restoration: 17min

- Pelvis (3min - 8min)- Chest (2min - 18min)- Spine (2min – 21min)

- Staff went through checklist- Staff introduced each other- Whiteboard applied: 2/3

- Report to ED Consultant- Duration: Avg. 7min

- Duration: Avg. 4min

Lifecycle of Contextual Models

ProcessDays 2009- From Tracking Models to Tracking Tokens

Traumatology @ PAHospital3.2.4 Emergency Room | Brisbane, AustraliaNew role assigned to patient triage

Security Check @ Brisbane AirportBAC 1.3.4 Security Check | Brisbane, AustraliaAverage Throughput time for all activities updated

A dhoc L egalS uppor t

com pl eted

At va ri ous st ages oth er t han t heexpl ici t ly shown event s/ i nter f acesLegal S uppor t m ight jum p back to t hatprocess.

Legal S uppor t( post C C)compl et ed

Lega l Suppor tr ecei ved (post

j udgm ent)

D eterm ine t ypeof l egal supp ort

Ref er cl aim toLegal Servi ces

Legal S uppor tr equi r ed

Fi l e r ef err ed t oLegal Su ppor t

(p ost CC )

LegalA ssist ant

R ecord da te ofref er r al

com pl eti on

Legal base

Legal Advicefr om ext ernal

provid er

Cour t O rde r

Cou rt O rder

Legal Advi cefr om e xternal

provi der

S tand ard 03l et ter

Legal Bri ef(C D07)

i Docs

Cour tap pli cati on

CC R eview

Recei pt f il e

Legal base

Cate gori se fi le

i Docs

Legal B ri ef(C D07)

S tanda rd 03l et ter

CC R eview

Fil e is L egalR efer ral

Fi le is al locat ed

Provi de wr it t enadvi ce

Legal S ervi cesA dvice

Re turn fi le t ocl ai ms handl er

All ocat e f il e toLegal Panel

Ge nerat e let t er ofi nstr uct io n

Send l ett er t oLegal Panel

iD ocs

Record l i ti gat iondr iver s

Let ter ofIn st r uct ion

Al l fu ncti ons i n thi s proce ss are ca rr i edout by a Sol ici tor if not show n ot herw ise.

Det erm i ne i fr esearch i srequi re d

Resea rch i srequi r ed

U nder take le galr esearch

Ext ernalA ssi stan ce is

requi re d

Engage Ext erna lProvi der

Recei ve legaladvi ce f r om

e xternal provi der

C ourt att endan cenot r equir ed

L iase wi thclai man t/ agent

C onfi rm out com ein w ri ti ng

G enerate le tt er t oclai man t/ agent

i Docs

S tanda rd 03l et ter

At te nd c ourt

R ecei ve cour tdeci sion

Al locat e fi le

Liasi on wi thCl aim ant / A gent

not r equi red

Com pl etecom pul sory

con ferenci ngrevie w

CC Revi ew

MS RC om pulsor yConf eren ceProcedure

Con tactcla im ant /agent

Resol uti onwi tho ut cour tappli cat ionpossibl e

Generat e l et terconfi rmi ngagreemen t

Recei ve cou rtap pli cat ion f rom

clai m ant

At t end cour t

R ecordcom pu lsor yconferenced ri ver s

Send fi le andl et ter to Legal

R ecei ve C Crevi ew fr omLega l Panel

C heck qu ali t y ofl egal advi ce

Q uali t y i sap propr i ate

Re cord r et urn off il e

Tel ephone LegalP rovi der to

di scuss

Qua li ty ofLegal advi ce50% n o.. .

Al locat e f il e

Legal base

Generat eAl locat i on F ormAl locat i on

M S Out loo k

Revi ew f il e

Legal ServicesFi l e Re view

A ddit i onalI nform at ion not

r equi red

Gat herInf ormat i on

Com pl ete SE TTAct ion Pl an

SET T A cti onPlan

Legal base

Per form ot heracti ons ifr equi red

Legal S upp ort

Fil e is Lit i gati on

Resea rch i s notr equi re d

Exte rnalAssist ance i s not

requi r ed

Cour t at te ndancere quir ed

Li asion w it hCl ai mant / Agent

req uir ed

Resol ut ionrequi r es cou rt

appli cati on

Recei ve cou rtdeci sion

Q ual it y i s notappropr i ate

A ddit ion alInf ormat i onrequir ed

Legal base

Engage Ext ernalP ro vider

R eceive le galadvi ce fr om

exte rnal provi der

Legal base

ExternalA ssi st ance is

requi r ed

Legal base

Ext ernalAssi stan ce i s n ot

r equir ed

Legal base

Al lo cate fi l e t oLega l Panel

Generat e l et ter ofin st r uct ion

i Do cs

Let t er ofI nstr uct i on

L egalba se

A gree t o m eet ingdet ail s w it h

int ern alpart i cipa nts

I nvest igat e inj ur yI nvesti gat e

li abil it y

I nvest igat e inj ur y I nvesti gat e l i abil i ty

Fil e is Lim i tat ionRevi ew

Fil e isCo mp ulsor yC onfe rence

Re viewFil e is SETT

St andard 03let t er

Ag ree on SETTAct ion Pl an i n

m eet ing

Last cha nge: 2004- 05-13 17: 06:13

Ref er ralFi l es t oLegal

Services

P roced ure i s r ele vantf or t he whol e process

Com es back t o w here i t w as i ni ti at ed

LegalA ssist ant

Le galAssi stan t

LegalAssi stan t

LegalA ssi st ant

Le gal Suppo rt(Li abi li ty)

com pl eted

Legal Su ppor t(I nj ur y)

com pl ete d

L egal Suppo rt i s a ser vi ce process th at canbe t r iggered by more tha n one ot her pro cess.

When j um ping t o Le gal Suppor t keep i n m i nd w hereyou cam e f r om. Af ter you w ent t hrough

Legal S uppor t you have to j ump back t o t hat p roce ss .

CT P Cla im sSupervi so r

Cla im s H andle r

S enio rManage r

CT P Cla im sTeam Leader

Law yer

Provide verbaladvi ce t o C lai m s

Handl er

Leg al Accessrequi r ed

Di scuss i ssue

Issue does notrequi r e l egal

re fer r al

Legal R efer ralr equi r ed

Recordconsult at ion

Legal baseLega l Access

Record

Leg al Accessco mpl et ed

Cl aim s Handl er

LegalA ssist ant

A dhoc Le galSu ppor t req uir ed

At var i ous st ages oth er t hanth e expl i cit ly show nevent s/i nte rf aces Legal Su ppor tm ight b e r equi red .

Legal Supp ort(p ost Li ti gat ion)

com pl eted

Legal S uppor t i s a servi ce process t hat canbe tr i ggered by m ore t han one othe r process.

When jum pi ng t o Legal Su pport keep i n mi nd whereyou ca me fr om . Af t er you we nt th rou gh

Lega l Suppor t you have t o j um p b ack t o tha t process .

G o b ack t o Clai m s M anagem ent

Fi le r efer r ed toLe gal Suppo rt

( post ju dgem ent )

Cl aim not set tl ed/ Lit i gati on

com men ced

C omi ng fr om C lai m s M anagem ent

Qual it y of legaladvi ce fr omthe Pane. ..

Fil e ref er r ed t oLegal Suppor tp ri or t o CC

Legal Suppor tp ri or t o CCcomp let ed

Payment Claims @ QUTQUT 2.4.6 Business Rule | Brisbane, AustraliaNew Policy for hospitality claims from 6 August 2009

You follow 3 processes

Processes / Name

Twitter – Process Monitoring as a Service

Track a Parcel- usetrackthis.com

Follow the Crème Brulee

How Long?

IPhone/IPad App: DL Wait Times

Process Monitoring by the Crowd

How Could This Have Been Prevented?

Relevant Implications of the Internet of Things

• Facilitated process monitoring by the crowd– Bijlmer Euro

• Emerging process monitoring by the crowd– Disney Land

• Monitoring the crowd– Love Parade

• Competitive advantage through process monitoring– Crème Brulee

Agenda

• Process Design as a Service

ProcessDays 2009- Process Choreography as a Service

Examples for Extreme Servicisation- Process Choreography as a Key Competence

But: 235,147 Apps....and no Processes

The Christmas Value Chain

The Travel Value Chain

Apps-Supported Process

Process Choreography as an ‘App’

• App ≠ Service

• additional value proposition to users• ‘process as a service’• demand-based App development (pull, not push)

• 2011: Contextualised process execution as a service

Agenda

CIO Summit 2010 (2-4 August)

The Service-oriented Enterprise- From SOA to SOE

CIO CPO CFO

RiskManagement

ProjectManagement

BusinessAnalysis

ProcessManagement

ChangeManagement

InnovationManagement

PerformanceManagement

KnowledgeManagement

InformationManagement

ArchitectureManagement

Process Management as a Service (1/4)

• Abstraction– abstract from BPM methods and tools as they do not matter

to the service consumer

Six Sigma

Lean Management

To-Be-Model

Process Architecture

ProcessManagement

• Loose Coupling– have a clear distinction between services

ProcessManagement

ProjectManagement

• Messaging– well-defined service requests and responses (‘service interaction

protocol) based on defined contractual arrangements incorporate service catalogue

ProcessManagement

S: 10% Improvement

D: 5 days

D: Process Design

C: $ 4,000

• Composibility– ease of combination with other services based on an

overall service integration methodology

BusinessAnalysis

ProcessManagement

ChangeManagement

OrganisationalImprovement

Business

CSO (Transformational Services)

CSO (Transactional Services)

The Service-oriented Enterprise- Transactional and Transformational Services

CIO CPO CFO

RiskManagement

ProjectManagement

BusinessAnalysis

ProcessManagement

ChangeManagement

InnovationManagement

PerformanceManagement

KnowledgeManagement

InformationManagement

SustainabilityManagement

Agenda

• Interactive Process Modeling

Collaborative Modelling

Examples- Oryx, Gravity, Lombardi

MS Surface – What Can It Do For You?

What Are You Bringing to My Table?

see BPMVE.org for a video on howto use the Oryx modeling tool on a tabletop

Tabletop Modelling

• collaborative – synchronous – centralized• facilitates new forms of interaction

• however, current tools do not sufficiently cater for it• additional modelling features required

– 360 degree screen placements– synchronized windows– free form annotation– traceability of designer

Distributed Modelling in a Virtual World

see BPMVE.org for a video on howto model with BPMN in a virtual environment

For More: BPMVE.ORG

ProcessDays 2011….- Siftables: True Process Building Blocks

Oryx TabletopRoss Brown, QUT

Processes in the AppStore Thomas Kohlborn, QUT

Contextualised Processes at PA HospitalStephan Clemens, QUT

IPhone Brisbane traffic Alexander Dreiling, SAP Research

Buying a House Scenario Anthony Berglas, QUT

Prof. Michael Rosemann, PhDBPM Research GroupInformation Systems DisciplineFaculty of Science and TechnologyQueensland University of Technology

E-mail: m.rosemann@qut.edu.auWeb: www.bpm.fit.qut.edu.auTwitter: twitter.com/QUTBPMGroup

Future Process

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