Extended Process Modeling: LEADing Practice Modeling with igrafx. Ed Maddock VP of Development and Process Management Solutions

Transcription

1 Extended Process Modeling: LEADing Practice Modeling with igrafx Ed Maddock VP of Development and Process Management Solutions

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3 Extended Process Modeling Agenda Enabling Business Innovation & Transformation 1. History of Process Modeling & Results 2. The Focal Point of Business Innovation & Transformation? 3. Process Modeling Best Practices BPMN The Under-Served Practitioners 5. Enhancing the BPMN 2.0 Standard Extended Process Modeling 6. Applying Extended Process Modeling within the LEADing Practice Methodology 3

4 Enabling Business Innovation & Transformation Has Process Modeling been the focal point of Business Innovation & Transformation? Historic Success Factors using Process Modeling Easiest point of entry for Process Improvement Multitude of accessible Process Modeling tools Proven BPI methodologies (Six Sigma, Lean, etc.) Notation standards (e.g., BPMN, VSM, etc.) Low hanging fruit show initial ROI 4

5 Pain Points Drive Evolution Historic Pain Points of Process Modeling Activity often not aligned with Strategies, Goals, Objectives Methodologies consume resources Minimal reuse of Model components Many duplicate Services are developed in support of activity Localized improvements, but rarely Business Transformation 5

6 Pain Points Drive Evolution Process Modeling Solutions Have Evolved Due to Pain Points Adopted BPMN 2.0 as a standard Process Modeling Notation methodology (some exclusively) Added Repository solutions Content management, collaboration, etc. Support for some common shared Enterprise objects Alignment with Enterprise Architecture methodologies Greater number of successful projects Still limited Business Transformation 6

7 Pain Points Drive Evolution Many Process Modeling solutions still cannot do the job Limited traceability to Strategy/Goals/Objectives Limited Analysis & Monitoring Missing key Enterprise Objects & Relationships Missing concepts in Standard Notation reduces User community Process Modeling not fulfilling the role as the focal point of Business Innovation & Transformation 7

8 Focal Point of Business Innovation & Transformation 8

9 Focal Point of Business Innovation & Transformation Business Architect Business Intelligence Business Analyst Process Expert Information Expert Information Architect Enterprise Architect Software Developer Software Architect Strategist Executive Software Expert HR Expert Service Expert Service Architect Data Architect Application Architect 9

10 Best Practice Approach Can Process Modeling ever be the focal point of Business Innovation & Transformation? YES! So what should you look for in a Process Modeling solution? Support Industry Leading Enterprise Architecture methodology Notation that is understood by all levels of user Concise at the Business Level, detailed at the Implementation Level Rich Task Types for Service, Rule Modeling and Report definition, etc. Business, Information and Data Object abstractions 10

11 Best Practice Approach So what else should you look for in a Process Modeling solution? Must create/enable Enterprise Model Objects and Relationships for Impact & Gap reporting Must support KPIs/PPIs in context of Flow Must have What If Analysis (i.e., Process Simulation) Must have Process Monitoring capability 11

12 Best Practice Notation Standard BPMN 2.0 Standardized and concise visual understanding Simple Standard Objects Common Visual language for all user personas Best Practice usage/modeling evolution Ability to add varying levels of detail to model Advanced Flow Control Behaviors Activity Task Types, Data Objects, Etc. Links to Implementation & Data Interchange Semantics to support Process Model Execution BPMN 2.0 XML, XPDL

13 Best Practice Notation Standard BPMN 2.0 Basic Visual Elements Events, Gateways and Activities Pools, Lanes, Sequence and Message flow Activity Task Types Human (User, Manual) Automated (Web Service, Script) Message (Send, Receive) Decision (Business Rule) Data Object artifact 13

14 Process Modeling Practitioners Process Modeling (BPMN 2.0) can: Capture Business Process, Steps and Activities Specify Tasks Indicate involved Roles (resource) Define Process Rules Classify automated Services (web service) Capture Data Objects (data entities and data components) The practitioners involved Process Expert Business Analyst SW developer Information Expert 14

15 Process Modeling Practitioners Process Modeling (BPMN 2.0) can: Capture Business Process, Steps and Activities Specify Tasks Indicate involved Roles (resource) Define Process Rules Classify automated Services (web service) Capture Data Objects (data entities and data components) Process Modeling (BPMN 2.0), can not Specify the difference between manual and automated Tasks Specify the difference between manual and automated Services Link to Strategies Define Relationship between Business Competencies and Processes Specify Measurements Define Rulesets (business, application, etc.) Define decisions based on the number of given conditions/actions Classify Business Objects of any kind Specify Information Objects The practitioners involved Process Expert Business Analyst SW developer Information Expert SW & Information Expert Service Expert & Service Arch Strategist, Business Arch Business Architect, HR experts Executive, BAnalyst, BArch BAnalyst, B & Enterprise Arch, BAnalyst, B & App Arch, BIntel Business Arch & Enterprise Arch Information /Data Arch & BIntel 15

16 Enhancing the Standard Can BPMN 2.0 address all of these Modeling Constituencies? There are a few issues But they can be solved 1. Extend to normalize the Service distinction to enable Service Modeling: Service Architecture Service BPMN 2.0 Task Type Service (provides something of value) vs. (Automated Task using Web Service) 2. Extend to support Business Rules Modeling and Reporting Points (KPI/PPI) 3. Extend Data Object concept to support Business and Information Objects 4. Support for Strategy, Business Competency, and KPI/PPI links to Activities 16

17 Enhancing the Standard Good News! BPMN 2.0 Standard is Extensible igrafx 2013 has resolved the distinction issue with Service : Existing BPMN Task types: Manual Task Automated Task (was Web Service ) Extended BPMN Task types: Manual Service Automated Service 17

18 Enhancing the Standard igrafx 2013 also has: Added support for Reporting as Task Type Added descriptive Rule Modeling Task Types Added support for Business & Information Objects 18

19 Applying Extended Process Modeling Enable Business Innovation & Transformation using LEADing Practice Modeling with igrafx 1. Capture Business Strategy 2. Recognize Competency Gaps 3. Identify Transformation and Innovation Opportunities 4. Prioritize Actions for Change 5. Create & Enhance Process Models using Extended Process Modeling Notation 6. Analyze Impact 7. Run What if scenarios 8. Effect Change 9. Monitor Results 10. Repeat 19

20 Capture Business Strategy 1. Strategy Map (SBOs, CSFs, KPIs) 2. Role Map 3. Strategy Model 4. KPI/Ownership Gap Analysis 20

21 Strategy Map 21

22 Strategy Model Who is Responsible? 22

23 Strategy Owner Gap Which KPIs have no Responsibility? 23

24 Recognize Competency Gaps 1. Add Business Competencies to Strategy Map 2. Link Business Competencies to Strategies/KPIs 3. KPI/Competency Gap Analysis 24

25 Strategy/Business Competency Map 25

26 Business Competency to KPI Modeling 26

27 KPI/Competency Gap Which KPIs can t be fulfilled? 27

28 Identify Opportunities 1. Add Business Process Activities to Strategy Map 2. Link KPIs (and therefore BCs) to Activities 3. KPI to Activity Gap 4. Business Model Opportunity Identification 28

29 Strategy/Competency/Activity Map 29

30 KPI to Activity Modeling 30

31 KPI/Activity Gap Which KPIs can t be Measured via a Process? 31

32 Identify Opportunity from Business Model Identify and Prioritize based on KPI locations 32

33 Model and Analyze 1. Use Extended Process Modeling Notation to enhance models Include Business/Information/Data Objects Identify Tasks and Services (Manual or Automated) Include Roles and Rules Identify PPIs in support of KPIs 2. Impact & Gap Analysis 3. What If Simulation & Analysis 33

34 Unmonitored: Standard BPMN

35 Enhanced: Add Operational Details 35

36 Use Extended Task Types 36

37 Manual Services 37

38 Automated Services 38

39 Service Reporting 39

40 Business Rules 40

41 Business Rule Flow Enhanced: Business Rule Flow 41

42 Business Rules 42

43 Business Rule Reporting 43

44 Business, Information, Data Objects 44

45 Business, Information, Data Objects 45

46 Business, Information, Data Object Flow Reporting 46

47 Measurements, KPIs, PPIs, Reports 47

48 Measurements, KPIs, PPIs, Reports 48

49 What If Scenario: Cost Cutting Opportunity Scenario: Change must be done to Achieve Cost Cutting KPIs and PPIs 1. Identify Proposed changes Reduce Resource Duplication in Call Center 2. Evaluate Effect on PPIs using What If Analysis 3. Monitor Using Scorecards/Dashboards/Cockpits post change 49

50 Analyze/Simulate Existing Model Prior to Cost Cutting Changes 50

51 Simulated PPI Values Prior to Cost Cutting Changes 51

52 Cost Cutting Opportunity Resource Duplication 52

53 Cost Cutting What If To Be Changes 53

54 Simulated PPI Values To Be Changes Cost Cutting Impact 54

55 Monitor PPIs Cockpits Define Cockpits to view PPI data Real Time 1. View cross dependent PPIs to make sure one optimization has not negatively affected another PPI 2. See historical effect of changing PPI Targets 55

56 Monitor PPI Actuals Cost Cutting Impact 56

57 Monitor KPIs Scorecard Rollup Define Dashboards/Scorecards 1. Rollup and Visualize status of SBO/CSF/KPI based on PPIs 2. Drill Down to specific PPIs to see Root Cause 57

58 Monitor KPIs Scorecard Rollup 58

59 Monitor KPIs Drilldown to PPIs 59

60 Enabling Business Innovation & Transformation Extended Process Modeling Business Process Flows with Common Visual Language Support for EA objects unreachable by standard Process Modeling with BPMN 2.0 Gap & Impact Reports Simulation and Analysis to manage looking forward Scorecards, Dashboards, Cockpits to maintain control IS the focal point of Business Transformation Use SBOs and CSFs to Prioritize Opportunities Apply Business Competencies to achieve KPI objectives Leverage Models to apply Positive Change Monitor and Evolve Strategies, Goals and Objectives 60

61 Ed Maddock VP of Development and Process Management Solutions 61