SigMo Platform based approach for automation of workflows in large scale IT-Landscape. Tarmo Ploom 2/21/2014

Transcription

1 SigMo Platform based approach for automation of workflows in large scale IT-Landscape 2/21/2014

2 Agenda Starting situation Problem Solution variants Friction of project based approach Platform approach Change management Results BPM application architecture Q&A 2/21/2014 2

3 Starting situation, process execution engines in the past Different process types can be distinguished along the automation dimension. Case management workflow: Case management workflow is partially predefined, it can be changed during execution. Human workflow (or classical business process automation): Human workflows usually embed automated and non automated sequences of business processes. Process orchestration (or classical inter component workflow): Process orchestration is usually 100% automated. Human interactions are used only by exceptional business processes. 2/21/2014 3

4 Starting situation, process maturity model Phil Curtis, 2004, Overview of the process maturity model 2/21/2014 4

5 Degree of Structure Problem, workflow evolution Workflows evolve by Degree of structure Degree of automation Workflow type evolves Case management workflow to human workflow Human workflow to process orchestration workflow Case management workflows Process Model Evolution Human workflows Process Model Evolution Process orchestration workflows Approaches which focus on automation of single type inhibit overall evolution Degree of Automation 2/21/2014 5

6 Problem, workflows in system of systems are hidden In the past, mostly single applications were built: Workflows in single applications were hidden in code Workflow definition in single application was unknown Meanwhile, systems get larger, and landscapes transform to system of systems Workflow implementation in system of systems are hidden Cross application workflows are implemented randomly in invocation chains Global workflow definitions are unknown Flow state of the workflow is unknown Data state of the workflow is unknown 2/21/2014 6

7 Problem, end-to-end workflow automation End-to-end process Process which starts with initial incoming request and ends with ultimate response i.e. no post processing steps End-to-end processes in a system of systems involve tens to hundreds of different applications End-to-end processes integrate application sub-processes into one central defined process How to automate end-to-end processes? 2/21/2014 7

8 Solution variants for workflow automation Each application selects (different) workflow automation approach Project based approach Each application integrates (different) workflow engine End-to-end workflows are achieved by integration of processes from different workflow engines Distributed workflow state Same workflow engine is used by each application Each application integrates (the same) workflow engine End-to-end workflows are achieved by integration of processes from the same workflow engines Distributed workflow state One centralized workflow platform is defined which provides integrated environment for workflow automation 2/21/2014 8

9 Friction of project based approach Process execution engines islands Local optimization Functional centers of excellence Inappropriate usage of process execution engines Uncertainties in governance Functional IT organization Department 1 Subprocess 1 Organization Department 2 Subprocess 2 Technology Department 3 Subprocess 3 Friction = Loss of value Department 4 Subprocess 4 2/21/2014 9

10 Platform approach, vision Case management workflows Process orchestration workflows main non-functional requirements Flexibility Human Workflows Usability, Comprehensibility Our solution approach is not a best-of-breed for every requirement but One Fits All Create one platform for Case Management Human Workflow Process Orchestration Throughput, Latency 2/21/

11 Platform approach, managed evolution Processes evolve over time maturity rises automation degree rises Promise of BPM technologies agility continuous improvement business process maturity Gap specialized process engines inhibit process evolution 0% automation degree 100% specialized process engines facilitate "island" formation 2/21/

12 Platform approach, platform layering Cloud started with runtime and database platform Iaas, DaaS (AWS) As next application platforms emerged PaaS (Google AppEngine) As next step SOA Platforms emerged Next step in evolution is emergence of Workflow Platforms cmp Technical Layering Workflow Platform SOA Platform Application Platform Database Platform Runtime Platform 2/21/

13 Platform approach, context diagram view Integrations on platform level cmp Context View Once-only and as much as possible Authentication System Workflow Platform Log System Providing integrations as platform services Integrations on process level Authorization System Monitoring System Data Warehouse Using platform services (configurative) Organisational Information System Reporting System Focus on business process related integrations Archiving System Calendar Service Software production line approach Channel Service Business Rule System 2/21/

14 Change management, MIT 90 framework for technology driven change Organizational structure democratic BPM collaboration Strategy agile org. process improvement Management Processes governance KPI's Individual Skills Technology platform approach managed evolution lean sigma process mgmt. Scott Morton, 1991, The Corporation of the 1990s: Information Technology and Organizational Transformation 2/21/

15 Gartner BPM Excellence Award /21/

16 Results, global deployment London Zurich Singapore* New York * Singapore clients are currently hosted on HUB Zurich 2/21/

17 Results, applications Global view, applications per hub Zurich 20 Singapore 1 London - 2 New York - 3 Organizational unit view, applications per organizational unit Investment Banking - 2 Private Wealth Management - 20 Technical Infrastructure Services - 4 2/21/

18 Results, growth of the platform Finished process instances per month Instances Started Instances Finished Jan '13 Feb'13 Mar'13 Apr'13 May'13 Jun'13 Jul'13 Aug '13 Sep '13 Oct '13 Nov '13Dec' 13 2/21/

19 BPM application architecture, evolution Business view Business Processes Business Processes Business Processes IT view Process Logic Application Logic Application BPMS/WFMS Application Data Logic DBMS DBMS Monolithic applications Multitier applications Dedicated process layer Process logic should not be hard-coded within applications but instead separated into an own easy adaptable layer Business Process Management Systems (BPMS), also called Workflow Management Systems (WFMS), allow to create a process abstraction layer by executing and monitoring business processes This increases flexibility and makes applications easier to maintain 2/21/

20 BPM application architecture, layering of generalized BPM applications cmp BPM Applications Presentation tier Service tier Composite Services Process tier Macroflows Atomic Services Microflows Data tier 2/21/

21 Workflow applications classification Lightweight workflow applications Smaller applications, which use the entire BPM stack for the presentation layer (user interface), integration logic, service invocation, and as such do not encompass additional deployments other than the BPM application itself. Human workflow applications Traditional (organizational) process applications, which generate a considerable amount of tasks for people of an organization as part of the process flow next to the automatic process steps. They therefore require a common UI to the process (work list) and these applications often use dashboards to control and measure the progress of processes/cases. Process orchestration workflow applications Focus on an efficient, performing execution of predominantly automatic processes and focus on execution throughput as well as securing consistency of the execution. 2/21/

22 Questions and Answers 2/21/

23 Disclaimer This presentation was produced by Credit Suisse AG and/or its affiliates (hereafter "CS") with the greatest of care and to the best of its knowledge and belief. However, CS provides no guarantee with regard to its content and completeness and does not accept any liability for losses which might arise from making use of this information. This document must be interpreted in connection with the verbal comments given by the speaker. The opinions expressed in this presentation are those of CS at the time of writing and are subject to change at any time without notice. This presentation was provided for information purposes only and is for the exclusive use of the recipients. It does not constitute an offer or a recommendation to buy or sell financial instruments or banking services and does not release the recipients from exercising their own judgment. The recipients are in particular recommended to check that the information provided is in line with their own circumstances with regard to any legal, regulatory, tax or other consequences, if necessary with the help of a professional advisor. This document may not be reproduced either in part or in full without the written permission of CS. It is expressly not intended for persons who, due to their nationality or place of residence, are not permitted access to such information under local law. Neither this document nor any copy thereof may be sent, taken into or distributed in the United States or to any U. S. person (within the meaning of Regulation S under the US Securities Act of 1933, as amended). Copyright 2014 Credit Suisse Group AG and/or its affiliates. All rights reserved 2/21/