What Business and Process Analysts Need to Know About BPM Suites

Size: px

Start display at page:

Download "What Business and Process Analysts Need to Know About BPM Suites"

Shanna McCoy
7 years ago
Views:

1 What Business and Process Analysts Need to Know About BPM Suites Bruce Silver Principal, Bruce Silver Associates and BPMS Watch 1

2 Agenda What is a BPMS? Specifying BPM requirements What BA s need to understand Steps to getting there BPMS solution requirements 2

3 What is a BPMS? Integrated middleware platform for automated process execution and monitoring Model-driven, built to change A new style of BA/developer collaboration SOA/Integration Dashboards and Metrics Business apps BAM Modeling Business Analyst Process Logic Executable Design Developer User Experience User Performance Data Process Engine Human Workflow Subsystem User Integration Subsystem Decision Subsystem SOA Middleware Rules Trading partners Custom tasks Business events Rules 3

4 Benefits of a BPMS Faster cycle time Higher daily work volume Ensures compliance with policies and best practices Audit trail maintained automatically Status, KPIs monitored continuously for remediation (BAM) Operational analytics for continuous process improvement Supports event-triggered behavior Model-driven process logic, easily changed 4

5 BPMS vs Custom Java Development Much faster time to implementation Mostly point-click configuration, not code All subsystems from a single vendor Comprehensive functionality integrated out of the box Modeling and customization may be constrained by the toolset Build for continually changing requirements That means BPMS favors agile methodologies Diagrams and models vs laundry list requirements Collaborative playback with developer Solution requirements should be tailored to the platform 5

6 Picking the Right BPMS Not all optimized for the same process type Understanding process characteristics and volumes key to product selection 6

7 Structured Process (BPMN) All allowed flow paths defined explicitly in the process model 7

8 vs Case Management Independent tasks and documents including ad hoc managed through shared case folder 8

9 Process Modeling Tools: Standalone vs BPMS Outside of the BPMS Standalone, BPA Suite, EA Suite Can use before buying the runtime Lighter weight, more business/ba-friendly Support attributes for process analysis problems and goals, pain points, costs, etc. Repository for modeling artifacts supporting team workspace, version management, collaboration, social streams Imperfect import into BPMS (no roundtripping) Inside the BPMS Come for free with the platform (after you buy it) Larger footprint, e.g. Eclipse Usually limited to attributes related to execution (not analysis) Roundtrip with executable design Playback of design fragments 9

10 Process Modeling BPMN Common language for process modeling and execution Diagrams shareable between business and IT Widely adopted standard with formal metamodel and XML interchange format Describes the sequential flow of process activities but not the data or internal activity details Source: SAP 10

11 BPM Solution Modeling with Enterprise Apps Source: SAP 11

12 Executable Process Design Executable design adds detail to each node in the BPMN diagram Data inputs, outputs, and transformations Detailed task assignment logic Human task UI and screenflows Integration service interfaces and mappings Branching logic at gateways Source: IBM 12

13 Worklist Design Generic and custom End user sort/filter Portal style Source: IBM 13

14 Form Design Simple forms via point-click design Bind form controls to process data Ajax usually requires scripting Source: Oracle 14

15 Screenflow Design Graphical flow diagram links screens, buttons, automated actions Source: IBM 15

16 Task Reassignment and Insertion BPMS offerings vary widely in ad-hoc runtime capabilities Source: Oracle 16

17 Linking Process Model to Integration Design Source: IBM BPMN task implementation Simple integration adapter Web service or Java call Complex business service (call to SOA subsystem/esb) 17

18 Decision Modeling Designate an activity as a Decision Task Source: IBM Create a structured representation of the decision in a Decision Table 18

19 Modeling Dashboards, SLAs, and KPIs Source: IBM 19

20 Built-In and Custom Metrics Source: SAP 20

21 Specifying BPM Requirements Need to understand 1. The end-to-end process - not just the happy path but exception paths as well 2. The business objectives quantified metrics and improvement targets 3. Compliance issues, e.g. retention 4. Human task details inputs and outputs, task assignment and escalation rules 5. Decision logic the business rules 6. Governance who can authorize changes to which parts of process logic Steps to getting there 1. Project Charter and High-Level Map 2. Process analysis and To-Be process design 3. BPMS solution requirements 21

22 BPM Project Charter The Charter document is the blueprint for the project Clarifies the project scope, goals, team Drives consensus on challenges and goals Drafted by a small core team Executive sponsor Executive authority over the process, supports process owner Process owner Sets vision and improvement targets, selects project team Drives implementation, ensures continuous improvement Project lead Knows the whole process, strong project manager Leads implementation, keeps focus on the improvement targets Facilitator (could be external consultant) Group process, BPM methodology skills Facilitates team workshops and meetings Gain commitment of project resources Process owner must gain commitment on level of effort and schedule for all team members Identify individual roles and responsibilities no surprises 22

23 Modeling the As-Is Process Establishes the baseline for process improvement How it works today (the activity flow, who does what) 1. The High Level Map List of 6-10 phases or milestones (major activities) Information collected in facilitated workshops with core team Record roles and problems as they come up Reference the Sponsor s vision and improvement targets Vision: overarching business objective for the process Improvement targets: specific quantified metrics 2. Detailed As-Is Model BPMN diagram, annotated with metadata problems, goals, systems, etc. 23

24 Process Analysis and Design Annotated BPMN As-Is model is the starting point for analysis Visualize pain points, customer issues, waste, and improvement suggestions in context of the process diagram Why do we need this approval? Could we eliminate this step? Rearrange the order? Change role assignment? Apply standard methods of analysis and process design principles Customer scorecard, pain points/wastes, quantitative data Design improved To-Be process based on analysis and improvement targets May require no automation at all, only change of roles and responsibilities, rearrange task order 24

25 Specifying BPMS Solution Requirements Favor models over text Process models (BPMN) Forms and screenflows (BPMS tools for business analysts) Business rules (BPMS tools for business analysts) Metrics and dashboards End user experience - worklists, notifications, performance dashboards Collaborate with developers on iterative implementation Encourage early PoC sandbox implementation to get quick business feedback Playback tasks and decisions directly from development environment 25

Process modeling with BPMN Process analysis and design, using specific techniques and principles Decision logic

26 Acquiring BPM Skills Most BA s don t have them yet Training (and certification) is key Practical methods and modeling skills Staffing the project team, process discovery, high-level map, communicating with the sponsor Process modeling with BPMN Process analysis and design, using specific techniques and principles Decision logic (business rules) modeling Source: bpmessentials.com Look for hands-on with tools, and postclass certification of proficiency 26

27 Thank you Contact BPMS Watch: Training: 27

IBM BUSINESS P ROCESS M ANAGER V7.5

BPMS Watch Industry Trend Reports Independent Expertise in BPM September 2011 IBM BUSINESS P ROCESS M ANAGER V7.5 A Bold New BPM Strategy In early 2010, IBM shocked the BPM world with its acquisition of