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The role of BPMN in a linked world

A little bit of history

The reality of BPMN 2.0

BPMN 2.0 in a linked world

BPMN 2.0 and Business Agility

A little bit of history

The reality of BPMN 2.0

BPMN 2.0 in a linked world

BPMN 2.0 and Business Agility

In the beginning …

What is SOA?

SOA is…  Service Oriented Architecture.  A way of thinking.

 A means of aligning Business with Information Technology.

 An architectural style for the design of business applications in terms of flexible, reusable, loosely coupled service assets.

SOA is not…  A standard.

 A specification.

 A programming model.  A platform.

What Value does SOA Provide?

 An ability to adapt to change.

 An ability to accelerate change.

 An ability to deliver innovative business solutions.

 An ability to shift spending towards new capabilities.

 An ability to reduce operating cost.

 An ability to improve competitiveness.

BPM bridges the gap between business and IT

Business people

know which business

processes and events

are relevant, but

aren’t equipped to

implement SOA

IT people often

don't know which

business events

and transactions

impact business

processes

These challenges inhibit LOB and IT from quickly driving innovation,

managing risk and enabling change

BPM continuously improves processes and aligns functions that span business,

IT systems, manual tasks, and information

At its core, BPM takes rigid, siloed processes and transforms them into flexible, choreographed business

services that work together to create substantial business value through internal and marketplace innovation in order to adapt to faster and more transformative change and global economic challenges

What is Business Process Management ?

Software Business Processes Expertise Improved Performance Greater Visibility Agility and Innovations

BPM is a discipline consisting of software and expertise to improve the performance, visibility, and agility of business processes and facilitate business innovation

Finance

Operations

Partners

Customers

We face the challenge of accelerating market shifts

 Rising consumer expectations compel improvements in speed and personalization

 Rapid swings in economic and commodity markets highlight lack of adaptability

 Lower barriers to entry in a digital, flat world, enable fast and easy access by new competitors

To optimize business performance,

organizations must learn to dynamically adapt

and respond with agility-enabled technology

But rigid IT systems, inflexible processes, and application silos

inhibit agility and performance

Business leaders have identified business agility as their top priority

to improve business performance

“The key to successful transformation is changing our mind-set. For large companies, it is easy to be complacent-we have to change this. Our company culture must have a built-in change mechanism.”

Eight out of ten CEOs said their organizations were facing substantial or very substantial change over the next three years

The gap between the need to change and the ability to change

is growing

Yesterday’s best in class… is no longer good enough

Workforce:

26% more productive

in a decade

Oil Recovery Factor:

Up 15 points since

1970s

Supplier Lead Time:

62% faster in 2 years

Dock to Stock:

50% faster in 2 years

IT Services:

Combining advanced business capabilities as needed to deliver new

levels of agility.

Detect changing business situations by capturing and correlating events from multiple sources

Adapt and respond dynamically by automating decisions

Solve complex business problems and predict outcomes for strategic decisions and actions

Improve business performance by enabling your internal and external business network to work together

Seamlessly integrating active content with automated business activities

Identify performance gaps and improvement opportunities by monitoring business

activities in real-time

Collect new information required to take advantage of new business opportunities

Dynamically modify business processes as business needs change

Process Information

A little bit of history

The reality of BPMN 2.0

BPMN 2.0 in a linked world

BPMN 2.0 and Business Agility

What is BPMN 2.0?

BPMN 2.0 is…  A formal industry standard.

 A standardized way of expressing processes (common visual language).  Applicable (with value) to a pure business

domain.

 A foundation for standardized exchange of process resources.

 Executable at the highest level of detail.

BPMN 2.0 is not…  A substitute for SOA standards.

 A process editor (but it can support one).  A programming model.

 A platform.  A discipline.

What is BPMN 2.0…

Business Process Modeling Notation ... that is readily understandable by all business users, from the business analysts that create the initial draft of the processes, to the technical

developers responsible for implementing … the processes, to the business people that will manage and monitor the processes”

OMG BPMN 2.0 Specification

More than just shapes and lines. Every shape and line has an associated meaning.

Intended to support different levels of abstraction. From very high level, to detailed executable processes.

Targeting different audiences (meaning it has to be applied in context). From the business user who documents and analyzes the process to the process engineer who implements the

process

Amalgamation of best practices within business modeling community for: • Processes

• Collaborations

Process Modeling Conformance

Process Execution Conformance

BPEL Process Execution Conformance

Choreography Conformance Complete_Conformance

Applicable to authoring tools Applicable to runtime/ simulation

• Process, Collaboration and Conversation diagrams

• All modeling elements applicable to Process, Collaboration and Conversation definitions • Import / export

• Support of visual notation

• Authoring of execution semantics

• Choreography diagrams (plus Collaboration with choreography) • All choreography modeling elements

• Import / export

• Support of visual notation (tools)

• Authoring (tools) / support (runtime) of execution semantics

• Full process model semantics • “Native” BPMN deployment

• WS-BPEL subset of process model semantics

• “Native” BPMN deployment

Bruce Silver – BPMN Method and Style

 Levels of BPMN 2.0 usage

– Descriptive – mainline process modeling suitable for business user

– Analytic – full process

modeling for documentation and analysis suitable for Business/ Process Analyst – Common Executable – full

process modeling for execution suitable for Process Engineer

 In combination with standard

conformance levels provides

a way of partitioning BPMN

into usage sets

– progressive disclosure – staged delivery – role-appropriate Process Modeling Conformance Process Execution Conformance BPEL Process Execution Conformance Choreography Conformance

Applicable to authoring tools Applicable to runtime/ simulation

E x pos e d C onc e pt s Few All Partial Full Analytic Descriptive Common Executable

A little bit of history

The reality of BPMN 2.0

BPMN 2.0 in a linked world

“Stop copying, start linking”

 “The classical exchange-by-copy approach to cross-domain collaboration does not scale well in a large model-driven enterprise. At best it results in a brittle and difficult to maintain model architecture, at worst it leads to misunderstandings and uncoordinated efforts that will significantly hurt an emerging modeling culture. Effective collaboration across modeling

domains based on robust maintainable model architectures will be a key differentiator for successful enterprises in their drive toward continuous business performance and services optimization. To that end, such enterprises need to stop copying and start linking.”

 What does that say about the need for BPMN 2.0?

– Standardized exchange is only one part of the value proposition of BPMN 2.0

– There are scenarios where “cloning” is appropriate (seeding a domain with cloned and auto-linked content from a different domain)

2.1 2.1.1 2.1.2 2.1.3 latest repository target version FEEDBACK & UPDATE

(no common ancestor)

feedback compliance & possibly improved target

possibly updated target version 1.4 1.5 1.6

set target

Solution model changes

(may or may not originate in the target set) Planning model changes from continuous evolution

(may or may not originate in feedback from solution model changes)

1.7 Delivery (continuous) Planning (continuous) cascade updated target by inference Building Codes City Plan Skyscraper

Target & Feedback – Architecture Governance Pattern

“

Stop copying, start linking”

Example: Light weight link based Enterprise Governance

Process Blueprint

Process Model

Define Enterprise Architecture with Rational System Architect

Analyze & Design Processes with WebSphere Business Compass & Business Modeler

• People-centric : collaboration across tools

• Cross tool visibility –many-to-many relationships

• Tool assisted management – managed relationships

Inference links Information Blueprint Architectural Principle ..… Process Model Process Model ..…

Planned improvement

Process portfolio optimization

Multiple projects

#1: BPM with EA principles #2: EA governance #3: Accelerate design of new BPM processes

Transition Planning Architecture Governance Enterprise Architecture

= “the city plan”

Portfolio baseline Link Link Read & clone

A little bit of history

The reality of BPMN 2.0

BPMN 2.0 in a linked world

Enabled By SOA & BPM

Build on the business/IT alignment and robust architecture provided by SOA and BPM together

Business Performance Optimization

• Continuous business

performance optimization (business processes as well as business services)

• Rooted in enterprise models

and analytics

Business Engineering

• The science of business

transformation

• Digitize Business Engineering • Overcome the communication

chasm between business and IT

The Smart Enterprise

• Transition from focusing only on efficiency to holistically balancing effectiveness and efficiency • Evolve from an IT solution focus to an enterprise value perspective

Move Beyond Alignment and Synchronization to the Convergence of

Business and IT

Organizations can approach Business Agility using multiple levers…

Business Agility

Process Excellence

Adaptive Business Architecture

Actionable or not?

 To be actionable, architecture (and requirements) must be

– Contextual

• Purpose, motivation, priority, scope, time horizon etc.

–

Collaborative

• Available to and accessible by all stakeholders to get participation and commitment • … often even collaboratively evolved

–

Connected

• Traceably linked across purposes, domains etc.

• … including appropriate levels of change and configuration management

–

Consumable

• Can be understood from (different) stakeholder perspectives and viewpoints as required for their understanding and buy-in

Actionable Business Architecture focuses traceability from Business

Strategy through to Service Realizations

-s

Business Processes

Services (

Service Components

<<Object>> <<Object>>

Business Strategy &

Strategic Business Objectives

Business Strategy Summary Strategic and

Business Objectives

Is it possible to get to Level 3 without something like BPMN 2.0?

Level 2

Awareness

Some level of process documentation and automation of human tasks. Business process integration is minimal. Execution traceable to strategic objectives.

KPI’s defined but not adequately leveraged. Governance framework loosely

defined.

Level 1

Initial

Business processes are ad-hoc and workflows are minimally automated. Business users are dependent on IT to make process changes. Process

redundancy is the norm. Business processes locked in application. Processes

and KPI’s minimally documented. Metrics are not available and rarely used to track performance.

Level 3

Standardized

Business Architecture defined. Business performance metrics are monitored and measured. Business Processes are standardized, explicit, visible, and reusable.

Governance models in place for process management & improvement.

Portfolio of business policies, rules, processes and services is managed.

Level 4

Dynamic

Business driven process optimization. Business users can make frequent and regular business changes (processes, information, rules, or events). Business performance is measured and updated for continuous improvement. Business and IT can make frequent changes as IT model represents how the business operates

Level 5

Agile

Business and IT are converged and have collaborated are prepared to handle

unpredicted changes. Agile operating model in place that responds to

unpredicted changes in business markets. Dynamic and context aware processes, services, and policies. Continuous Optimization and sustained innovation occurs. Business analytics flag and proactively alert when business results are out of range and dynamically identify what could be changed

Business

Value

growth TODAY !

• Learn more about Continuous

improvement with BPM and EA together

• Learn more about how to stop copying

and start linking

• Read case studies to see real examples

of business value derived by BPM

enabled by SOA

• Learn about business integrity &

performance and how it relates to BPM

and SOA

At the conclusion of the webinarBPM BlueWorks (@BPMBlueWorks) will be moderating an interactive TweetJam on this BPMN, EA, &BPM topic. We will be joined by our presenters Claus Jensen (@ClausTorpJensen), and Jasmine Basrai (@jbasrai) as well as BPMN expert Stephen White, and Enterprise Architecture experts Robert Shields (@rshields14), Martin Owen (@MartinOwenuk) and Brian Fialho (@ibmrational) and we will be joined by other EA & BPM experts to discuss questions and ideas that you think will shape this topic.

•Is BPMN 2.0 relevant to the business?

•How important do you think BPMN 2.0 is to your company?

•How important is the ability to execute a process model directly? •Which comes first, BPM or EA?

•What are effective ways of creating a common goal and language across business and IT?

During this Jam session we want to hear from you, what your thoughts are on these topics, how you have seen them implemented at your company, and how you think things will

change as this topic matures. We look forward to hearing from you in the TweetJam. To participate simply go to Twitter and follow the #bpmbw hash tag, or follow any of the participants listed above. We look forward to hearing from you in the TweetJam

Thank You

Merci

Grazie

Gracias

Obrigado

Danke

Multumesc

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