Edward van der Kust Business Process Management Case management Enterprise Architecture

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1 Edward van der Kust Business Process Management Case management Enterprise Architecture Embrace Complexity ICT will change rapidly

2 filmpje!"

3 What are you Thinking?

4 About Creetion! Creetion was founded in 2008 to serve its customers in the emerging market for Business Process Management (BPM) and Enterprise Architecture (EA)! Creetion wants to be the BPM and EA partner of choice of the top 500 companies and organizations in the Netherlands! Our mission is to make our customers successful in the deployment of BPM concepts and technologies and make this measurable in terms of realized business cases! Creetion takes responsibility for the result and wants to be able to deliver all required disciplines and skills across the BPM implementation life cycle! Creetion employees have the opportunity to fully develop their professionalism; Creetion aims to achieve the highest possible standards in terms of certification and training

5 The emerging world of BPM!

6 Information overload Straight-through processing (STP)! 12/20/11 6

7 Management of Change 2012 Ontvangt 70 zakelijke s, heeft 10 persoonlijke gesprekken, maakt 2 skype gespreken ontvangt 6 direct mails, ontvangt 60 social media updates leest 30 social media berichten en bekijkt 30 foto s leest 12 blogs ontvangt 3 linkedin verzoeken verandert 2 keer van status bekijkt 3 video s en voer 44 google zoekopdracht uit en tot slot koop ik nog 1 boek. Ontving 4 zakelijke mails had 10 persoonlijke gesprekken las 20 nieuwe items en voerde 8 zoek opdracht uit 7

8 All types of processes can be made more efficient

9 All types of processes can be made more efficient 1) Some transactions can be handled STP immediately and require no manual intervention, so-called happy flows. (2) Other transactions seem STP, but require a bit of manual intervention, before they can be completed STP again. (3) Others start out manual, but at one moment it is concluded all required information is collection, and they can be completed STP. 4) Some transactions are completely non-standard and must be completed manually, these are interesting flows. They are all equally valuable.

10 Characteristics BPM!

11 BPM means different things to different people 1.! A top down methodology designed to organize, manage and measure the organization based on its own processes (36%) 2.! A systematic approach to analyzing, redesigning, improving and managing a specific process (34%) 3.! A cost-saving initiative focused on increasing productivity of specific processes (13%) 4.! A set of new software technologies that make it easier for IT to manage and measure the execution of process workflow and process software applications (8%)

12 Characteristics of BPM (1)! Enhanced business agility, control and accountability! Creates a direct path from process design to system implementation! Supports both top-down and bottom-up modeling! Creates a platform for sharing end-to-end business processes! Supports processes that inherently integrate, collaborate, combine and decompose independent of underlying technology! Ability to change business processes at the speed of the business cycle

13 Characteristics of BPM (2)! Supports the derivation of business metrics (KPI s and PPI s) directly from the process execution! Simplifies the deployment of processes that span the value chain! Supports the information exchange, management and monitoring of work between companies! Creates the possibility to automate the discovery of business processes! Will enable the industrial-scale collaborative design of business processes among partners

14 Gartner 2011 Hype Cycle for BPM

15 Evolution of BPMS platforms This is very new stuff! Source: Paul Harmon, BPTrends.com, 2010

16 BPMS vendors come from different domains Case Management Extended ERP BPMS Integration and EAI Document Management

17 Characteristics of BPMS & DCM types BPMS Type Case Management Integration and EAI Document Management Example Vendor Be Informed WebMethods OpenText SAP BPM Typical Use Cases Managing complex Supporting workflows nonlinear dossierbased around electronic processes document flows Core footprint start Departmental Business Rules heavy processes Enabling straight through processing of high volume transactions across systems Extending Middleware integration by including human decisions and triggers E-Invoicing and Enterprise Content Management repositories ERP Extension Business Application Improving and simplifying existing ERP processes Combining inefficient transactional steps in ERP into a simpler and faster user experience Strengths Weaknesses Can cover nonlinear dynamic case based processes; goaloriented TomTom like process steering ; Business user empowerment Hard to model linear start-to-finish processes; no clear BPMN like process model visualization; loss of transparency when many business rules interact Strong Business Activity Monitoring; strong Integration developer support Reuse of well-known integration patterns Many BPMS in this category have proprietary non-bpmn modeling techniques; BPEL runtime not based on BPMN; Multiple different technology bases in one platform; Techie developer orientation Close alignment with document workflow requirements prevalent in many companies; good integration with Enterprise Portals No strong end to end process orientation; lacking multi-back end integration concept; Focus on human workflow only Intimate knowledge of ERP transactional flows and structures; native integration with ERP back ends; relatively inexpensive licensing Late arrival on the market with associated lower product maturity and feature set

18 What is needed!! Lifecycle of model driven, content fluent business innovation with role specific tools around unified repository!! Enable Business Process Expert (BPX) to model IdM process as part of Business Process modeling Netweaver BPM Common Layer For process modeling Identity Management COMMON PROCESS LAYER Extension Points Business Apps Composition Corporate IdM Common Layer For Identities Management Integration Analyst Business activity monitoring Services mgmt. Solution Management Process Modeling Common Process Layer Repository Service deployment Service assembly Service develop and test Architect Operations Developer

19 The insides of a BPM product Support for referenced and embedded subprocesses

20 Characteristics DCM!

21 Dynamic Case Management in the BPM arena

22 Characteristics of DCM platforms! The ability to run multiple procedures against a given case of work.! The primacy is with the case rather than an individual process definition.! The ability to associate different types of objects with a case.! These objects might include processes, documents, structured data attributes, resources, customer calls, assets, etc.! Accessible mechanisms that allow end users to handle variation.! Case context may vary considerably, so iworkers need ways of changing the way the case is handled, using their skills and expertise to interpret the need at runtime and then easily reflecting that in the case process! Mechanisms to selectively restrict change on processes.! With the potential for catastrophic missteps in the execution of missioncritical processes, organizations need the balancing capability to lock down certain of their process assets; ensuring compliance on the one hand, enabling goal-centric behavior on the other.

23 Drivers for DCM! DCM allows more runtime and design time changes. Using a DCM solution, many potential process changes typically made by IT-oriented developers in BPM deployments are made by case workers and managers.! DCM platforms allow case workers to select predefined case steps. To the case worker, agility refers to an ability to change the case path, potentially defining ad hoc tasks, involving other resources, starting another case within the case, or handing the case off to someone else! DCM provides information in context. The DCM platforms provide strong integration to underlying data and systems, delivering information to the case worker progressively and in context

24 When to choose for DCM instead of BPM BPM DCM

25 When to choose for DCM instead of BPM BPM DCM

26 When to choose for DCM instead of BPM BPM DCM

27 Use cases for Dynamic Case Management

28 Benefits of DCM

29 DCM vendors!

30 Some DCM Vendors

31 DCM Vendors: Forrester Wave 2011

32 Business In Control!

33 Business in control Providing business owners with suitable languages to describe their business

34 Model driven platform One model for all business services and processes Generating output (letters) Business Calculations Online, up-to-date and timestamped Dynamic Activity Plan

35 Design = Model = Application = Documentation design application documentation = Products and Services Functional Model Object model control structure context model 35

36 Model = application 36

37 The new Goal Oriented Platform!

38 Goal oriented platform Like a navigation system DCM is like a navigation system. You enter the GOAL. Based on your current position, it tells you how to drive and what time you will get there. If you take a wrong direction, or choose a different route, this is not a problem, the system immediately recalculates the road to your goal in the most efficient way 38

39 Goal oriented platform: Limited number of elements, unlimited number of combinations possible Generieke processen Ontvangen & Registeren Informatie Verzamelen Beoordelen & Evalueren Beslissen Publiseren Beslissing Generieke activiteiten Onderhanden Zaak Dynamisch afgeleid proces Modellen Wetten Beleid Richtlijnen Business Rules Process Rules

40 Semantics At the Core

41 Semantics at the core: if you know what I mean Gartner : 86% of all IT costs are related to align semantics Example: what is a PALM 41

42 Getting the semantics right from the start

43 Example:Multi-regeling uitkeringsplatform uitvoeringsperspectief! Resilient! generiek platform / generieke processen;! beleid, producten & diensten worden separaat; van het platform / proces beheerd;! verscheidenheid aan regelingen;! verscheidenheid aan doelgroepen;! intuïtief, eenvoudig te gebruiken;! van kennis hebben naar kennis toepassen;! vrijheid waar mogelijk, sturing waar nodig.! Efficiënt en effectief:! straight through waar mogelijk en persoonlijke aandacht waar nodig;! minder fouten, betere beslissingen;! integraal klantbeeld;! risico gebaseerd toezicht.! Compliant! juiste set met regels toepassen;! audit trail. 43

44 Case Study: Record time implementation of a Tax Office! Tax Office Dutch Caribbean Islands! Business Process Platform;! A complete Tax Office Solution.! Some Figures:! 6 months from start to go-live;! October February 2011;! 4 tax types;! Limited scale: customers! Multi-channel front office;! Internet, call center! All core tax functions;! All registrations! Single view! One step beyond:! Tax Office for all foreigners;! customers;! 350 employees. Customer quote: We estimate that our traditional approach would have taken at least 5 times as long and would have costed at least 20 times as much. 44

45 Case Study : Rijkswaterstaat! Rijkswaterstaat Havik 2! Permits, Enforcement, Internet & Customer contact;! Some figures:! Request for Proposal pages;! requirements / 600 use cases;! 3 weeks for Proof of Concept (2);! 3,5 months for go-live;! Functionality! Portals & mobile solutions;! Collaboration;! Permiting, Enforcement;! Planning & scenario s;! Geo-integration & remote sensors! One step beyond:! Generic enforcement solution;! Smart asset management. 45

46 Outlook!

47 Outlook! The expectation is that in 2012 there will be a trend towards support for more dynamic, less structured forms of work and more goal-oriented ways of managing work! Dynamic Case Management market will grow faster than traditional BPMS market (which in itself grows faster than general IT

48 Are you ready? for extreme competence

49 Edward van der

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