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Go beyond 95: learn Business Process Management (BPM)! Razvan Radulian, MBA Independent Consultant/Coach Why-What-How Consulting, LLC
Go beyond 95: learn Business Process Management (BPM)!
Razvan Radulian, MBA Independent Consultant/Coach Why-What-How Consulting, LLC
Roadmap
• A case for Business Models • A case for Business Process Models • A case for why Business Analysts should learn/do
Business Process Modeling & Analysis • A case for Business Process Model & Notation
(BPMN) • Core Business Process & BPMN concepts • Examples & Hand-on exercises • Process Analysis: from Good to GREAT! • Where do we go from here?
First… what’s up with that 95?!?
Take-away from David Mantica’s presentation (RTP IIBA Chapter, June 2012): Average % time Business Analysts spent on: • Requirements = 95%
– Planning and Monitoring – Elicitation & Analysis – Management & Communication – Solution Assessment & Validation
• Enterprise Analysis = ONLY 5%! – Enterprise Architecture = Business + IT Architectures
Let’s put it in perspective…
95%
5%
Consider these: - Career roadmap - Reputation - Branding - Compensation ($)
Requirements Management + Enterprise Analysis/Architecture
OK, but BABOK is addressing that… …isn’t that right? Let’s look again. From the Knowledge Areas sections (in no. of pages, as %): • Requirements: 85%
– Planning and Monitoring – Elicitation & Analysis – Management & Communication – Solution Assessment & Validation
• Enterprise Analysis: 15% – Enterprise Analysis
More specific to Business Process Modeling:
– Section 9.21: too abstract & “a bit” outdated (i.e. Activity Diagrams) – Section 9.21.3: “There are many different notations in use to depict process
models. The most commonly used are flowcharts and UML activity diagrams, although BPMN has seen increasing adoption in recent years.”
So… what does that have to do with Business Processes?
Enterprise Architecture
IT/IS Architecture
Business Architecture
Organization
Rules & Policies
Knowledge
Strategy
Products & Services
Data
Systems/ Applications
Requirements
Business Processes
• Where do we (Business Analysts) fit in this picture? • Where SHOULD we fit in this picture? • If not us, then who? Management Consultants, IT…
Why Business Models?
Enterprises are COMPLEX SYSTEMS! • System Thinking (Biz) > Systems Thinking (IT) • Idealistic “One change happening at a time” is simply…
idealistic! • Not one person can know:
– the whole system – at all levels of details
• Fit (Strategy-Solutions • Core enabler for:
– Direction (create) – Business Agility (react & adapt)
Why Business Process Models?
• To create new capabilities – Serve as Blueprint
• To react to changes & adapt existing capabilities – Ensure Business Agility
Tried to build or upgrade a house without an architectural blueprint?!? Why would we treat business differently?
Lifecycle of Business Process work
• Discover and Contextualize (fit) • Prioritize & Scope (focus) • Model & Analyze the “As-Is” process (understand) • Identify Process Improvement opportunities • Model & Design the “To-Be” process (design) • Simulate, Validate, & Optimize (PI) • Implement • Execute, Monitor, and Manage • Loop back…
But wait… what a soup of terms!
• BPM
• BPMN
• BPA
• BPMS
• BAM
• WfMC
• EPC
• BPM (2)
• BPEL
• XPDL
• BI
• XML
• BPM (3)
• BPMN (2)
Well, let’s focus on BPMN!
BPM > BPMS > BPMN > BPA
• BPM = Business Process Management • BPMN = Business Process Model & Notation • BPA = Business Process Analysis • BPMS = Business Process Management
System – Modeling – Analysis – Execution (engine) – Monitoring / Reporting – Management
About BPMN • Standard (of modeling and notation) maintained by OMG • Common/standard language for:
– Business: define, model, analyze – IT: implement, execute
• Levels of abstraction: – Descriptive – Analytical – Executable
• Enables the link between Strategy/Value Chains and Business Requirements
• Allows hierarchical process elaboration • If done right:
– Defines direction for construction – Enables Business Agility (adapt to changes)
Ways to model processes…
• Free-form – Prototyping & brainstorming – “Common-sense” workflows
• Using Business Process “Standards” (more or less) – Swimlane workflows – UML Activity Diagrams (BABOK, 9.21.3) – Business Process Modeling and Notation (BPMN) – other
• Part of a Business Process Management System (BPMS)
Tools to model processes…
• Paper & pencil
• Whiteboard, post-it notes, and markers
• Word, Powerpoint
• Visio
• UML tools
• BPM/N tools (BPMN conformant)
OK, time to look at some examples
So, what types of process elements do we observe here?
Source: BABOK v.2
Core Process Element Types
• Control flow / ordering constraints
• Data flow
• Roles/organization
• Message flow / cross-organizational interaction
Core Process Elements BABOK: • Activities • Decisions • Events* • Flow • Roles • Swimlanes & Pools • Terminal Points
BPMN: • Activities
– Tasks + Task Types – Sub-processes
• Gateways (decisions) – Exclusive (XOR) – Parallel (AND) – Inclusive (OR)
• Events + Triggers – Start – Intermediate – End
• Flow – Sequence – Messages
• Swimlanes & Pools • Artifacts
– Data Objects – Annotations
Let’s look at a BPMN example
Source: BPM Academics Initiative
Sales Process Model describing Quote Creation (Sales Representative) and Approval (Sales Executive) as well as automated Order Processing for a Customer.
… and another BPMN example
Source: BPM Academics Initiative
Travel Booking Model describing necessary steps for Travel Booking where a Traveler interacts with a Travel Agent.
Process Models: Levels of abstraction
• Descriptive (focus: business understanding & analysis)
• Analytical (focus: IT implementation)
• Executable (focus: process engines)
Demonstration: Signavio (Academic)
Process Hierarchy - Contextualization
Source: BPM Academics Initiative
Value Chain: Procurement Overview of the relevant steps in the course of procurement. The details from Purchase Requisition to Delivery and Payment are specified in the detailed processes.
Process Hierarchy: Drilling-in…
Source: BPM Academics Initiative
Process preceding the triggering of a purchase order. Includes supplier creation.
From Orchestration…
Source: OMG, BPMN 2.0 by Example
… to Choreography/Collaboration
Source: OMG, BPMN 2.0 by Example
… to Execution Table 6.1: Process engine pool enriched with execution details. This is what a process engine would execute. <?xml version="1.0" encoding="ISO-8859-1" standalone="yes"?> <definitions name="Incident Management" id="_98a0678d9e194de9b3d9284886c3" targetNamespace="http://fox.camunda.com/model/98a0678d9e194de9b3d9284886c3" xmlns:tns="http://fox.camunda.com/model/98a0678d9e194de9b3d9284886c3" xmlns="http://www.omg.org/spec/BPMN/20100524/MODEL" xmlns:bpmndi="http://www.omg.org/spec/BPMN/20100524/DI" xmlns:di="http://www.omg.org/spec/DD/20100524/DI" xmlns:dc="http://www.omg.org/spec/DD/20100524/DC" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:java="http://jcp.org/en/jsr/detail?id=270" typeLanguage="http://jcp.org/en/jsr/detail?id=270" expressionLanguage="http://www.jcp.org/en/jsr/detail?id=245"> <!-- Java SE 6 is used as type language for the model whereas the Java Unified Expression Language serves as language for Expressions. --> <collaboration id="C1275940773964"> <participant name="Trouble Ticket System" processRef="tns:WFP-1-1" id="_1-1" /> </collaboration> <process isExecutable="true" id="WFP-1-1"> <ioSpecification> <dataInput itemSubjectRef="tns:IssueItem" id="IssueDataInputOfProcess" /> <inputSet> <dataInputRefs>IssueDataInputOfProcess</dataInputRefs> </inputSet> <outputSet></outputSet> </ioSpecification> <!-- This Lane Set partitions the Flow Nodes of the Process according to the Resources that are responsible for them. However, this does not affect the actual assignment of Resources to Activities as meaning of the Lanes is up to the modeler and not specified in BPMN. --> <laneSet id="ls_1-1"> <lane name="1st level support“ …
Source: BPM Academics Initiative
What level of complexity can BPMN handle?
Source: BPM Academics Initiative
Any concerns?!?
… why we shouldn’t be concerned
Group exercise ;-)
Process Analysis: from Good to GREAT!
Source: BPM Academics Initiative
Sales Process Model describing Quote Creation (Sales Representative) and Approval (Sales Executive) as well as automated Order Processing for a Customer.
Can you spot some issues with this diagram? (group exercise)
More Hands-on Exercises
• Prototyping using Whiteboard, Post-it notes, and markers
• Modeling using Signavio (Academic version)
The whole BPMN 2.0
Source: www.bpmb.de/images/BPMN2_0_Poster_EN.pdf
So, what does all this have to do with us (Business Analysts)?
“If not us, then who?” “If not now, then when?”
Enterprise Architecture
IT/IS Architecture
Business Architecture
Organization
Rules & Policies
Knowledge
Strategy
Products &
Services
Data
Systems/ Applications
Requirements
Business Processes
More topics…
• Resources…
• BPM Certifications…
• BPM/N Tools…
• LET ME KNOW if interested in:
– BPM Community of Practice
– Additional presentations going into more details (SIG meetings?)
Thanks
Razvan Radulian, MBA Independent Consultant/Coach Why-What-How Consulting, LLC
