Go beyond 95: learn Business Process Management (BPM)! Razvan Radulian, MBA Independent Consultant/Coach Why-What-How Consulting, LLC

Transcription

1 Go beyond 95: learn Business Process Management (BPM)! Razvan Radulian, MBA Independent Consultant/Coach Why-What-How Consulting, LLC

2 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?

3 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

4 Let s put it in perspective Requirements Management + Enterprise Analysis/Architecture 5% Consider these: - Career roadmap - Reputation - Branding - Compensation ($) 95%

5 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Analysis: 15% Enterprise Analysis More specific to Business Process Modeling: Section 9.21: too abstract & a bit outdated (i.e. Activity Diagrams) Section : There are many different notations in use to depict process models.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.

6 So what does that have to do with Business Processes? Strategy Enterprise Architecture Products & Services Business Architecture Organization Rules & Policies Business Processes Knowledge IT/IS Architecture Requirements Data Systems/ Applications Where do we (Business Analysts) fit in this picture? Where SHOULD we fit in this picture? If not us, then who? Management Consultants, IT

7 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)

8 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?

9 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

10 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!

11 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

12 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)

13 Ways to model processes Free-form Prototyping & brainstorming Common-sense workflows Using Business Process Standards (more or less) Swimlane workflows UML Activity Diagrams (BABOK, ) Business Process Modeling and Notation (BPMN) other Part of a Business Process Management System (BPMS)

14 Tools to model processes Paper & pencil Whiteboard, post-it notes, and markers Word, Powerpoint Visio UML tools BPM/N tools (BPMN conformant)

15 OK, time to look at some examples Source: BABOK v.2 So, what types of process elements do we observe here?

16 Core Process Element Types Control flow / ordering constraints Data flow Roles/organization Message flow / cross-organizational interaction

17 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

18 Let s look at a BPMN example Sales Process Model describing Quote Creation (Sales Representative) and Approval (Sales Executive) as well as automated Order Processing for a Customer. Source: BPM Academics Initiative

19 and another BPMN example Travel Booking Model describing necessary steps for Travel Booking where a Traveler interacts with a Travel Agent. Source: BPM Academics Initiative

20 Process Models: Levels of abstraction Descriptive (focus: business understanding & analysis) Analytical (focus: IT implementation) Executable (focus: process engines) Demonstration: Signavio (Academic)

21 Process Hierarchy - Contextualization 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. Source: BPM Academics Initiative

22 Process Hierarchy: Drilling-in Process preceding the triggering of a purchase order. Includes supplier creation. Source: BPM Academics Initiative

23 From Orchestration Source: OMG, BPMN 2.0 by Example

24 to Choreography/Collaboration Source: OMG, BPMN 2.0 by Example

25 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 " standalone="yes"?> <definitions name="incident Management" id="_98a0678d9e194de9b3d c3" targetnamespace=" xmlns:tns=" xmlns=" xmlns:bpmndi=" xmlns:di=" xmlns:dc=" xmlns:xsi=" xmlns:java=" typelanguage=" expressionlanguage=" <!-- Java SE 6 is used as type language for the model whereas the Java Unified Expression Language serves as language for Expressions. --> <collaboration id="c "> <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

26 What level of complexity can BPMN handle? Source: BPM Academics Initiative

27 Any concerns?!?

28 why we shouldn t be concerned Group exercise ;-)

29 Process Analysis: from Good to GREAT! Can you spot some issues with this diagram? (group exercise) Sales Process Model describing Quote Creation (Sales Representative) and Approval (Sales Executive) as well as automated Order Processing for a Customer. Source: BPM Academics Initiative

30 More Hands-on Exercises Prototyping using Whiteboard, Post-it notes, and markers Modeling using Signavio (Academic version)

31 The whole BPMN 2.0 Source:

32 So, what does all this have to do with us (Business Analysts)? Strategy Enterprise Architecture Products & Services Organization Business Architecture Business Processes Knowledge IT/IS Architecture Requirements Data Systems/ Applications Rules & Policies If not us, then who? If not now, then when?

33 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?)

34 Thanks Razvan Radulian, MBA Independent Consultant/Coach Why-What-How Consulting, LLC