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Event-Driven Business Process Management taking the example of Hamburger Sparkasse

Event-Driven Business Process Management taking the example of Hamburger Sparkasse Rainer von Ammon (CITT) Andreas Hehmann (Haspa). Agenda. The forecast of ED-BPM for the next decades

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Event-Driven Business Process Management taking the example of Hamburger Sparkasse

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  1. Event-Driven Business Process Management taking the example of Hamburger Sparkasse Rainer von Ammon (CITT) Andreas Hehmann (Haspa)

  2. Agenda • The forecast of ED-BPM for the next decades • EDBPM – a combination of two disciplines: Business Process Management (BPM) and Complex Event Processing (CEP) • A reference model for ED-BPM – how its components work together • The business modeller and the event modeller – different qualifications not in personal union • Event Processing Languages and the problem of standardising • Special challenges from the point of view of database-technologies • First experiences from the Haspa-Projekt: 11 theses about the quality of BPA-models, BPEL-Import in BPMS and about designing BAM-dashboards

  3. The forecast of ED-BPM for the next decades The forecast of Prof. David Luckham… • … we need skilled people at least up to 2050… • … we are only at the end of the period of Simple CEP

  4. The forecast of ED-BPM for the next decades The warning of Roy Schulte (VP of Gartner) since 2006… …we won‘t have enough skilled people who would be able to do all the jobs and projects The statement of Prof. Mani Chandy/California Techical University at the Gartner Event Processing Summit 2007… …The work of IT during the next twenty years will be to complete the evolution of business processes from sequences of slow-moving, disjointed applications to more responsive end-to-end, event-based straight-through flows of action.

  5. representation of the effects of system availabilities and -disturbances monitoring of time-critical bottleneck factors and transaction control BusinessProcess Monitoring Workflow Management process and system-linked emergency and disturbance management transparency over integrated represented processes monitoring of SLA-compliance Managing and monitoring of processes mean ...

  6. The whole picture and what it really means:Monitoring Business Processes and Activities event cloud with thousands of events per sec… passwdchange account login event patterns and complex event processing… new auto pay account login withdrawal new auto pay deposit transfer logout account login enquiry deposit Sensor 1 activity history account balance logout enquiry passwdchange account login new auto pay enquiry account login withdrawal new auto pay deposit transfer account login logout enquiry deposit Sensor 2 activity history logout …e.g. above a bank The important steps: 1. Redesign the business processes for SOA and BPM 2. Make a SOA, identify services, build WSDL-interfaces…3. Precise description of patterns of events 4. Detecting patterns in the event cloud 5. Abstraction of complex event pattern instances to higher level events

  7. The Pain Point: The Event Cloud, the IT-Blindness and the „Event Tornado“Often even additional events are needed for BAM and a better Business Insight startedService_6 startedService_4 startedService_7 Today‘s existing event cloud and the IT-blindness exitService_4 startedService_5 exitService_5 exitService_6 startedService_8 exitService_8 startedService_1 exitService_7 Low level events without semantics exitService_1 startedService_2 exitService_2 … BusinessProcess1 startedService_3 exitService_3 Visualization of the processed/correlated events via Business Activity Monitoring … BusinessProcessn …

  8. The Challenge and the Principle of BPM/BAM/CEP Enterprise cockpit Workflow Modeler realize scenarioprocess instances set parameters Domain specific reference models for event patterns Event Modeler Monitor / Analyze / Act Workflow Engine based on BPEL workflows Model ^= Scenario Rules Engine„special“ SQLresp. other languages AppServer Event Store analysehistory… Normalized events,build business level events IF …AND …FOLLOWED BY…WITHIN…ACTION Adapterse.g. RFID, topics of Pub/Sub, … e.g. payments calculate pott, offer rates, profit… Low Level Event Clouds / Streams e.g. credit offers (completed)

  9. The business modeller and the event modeller – different qualifications not in personal union A proposal for a curriculum of a new Master course of study“Event-Driven Business Process Management” Draft V0.1 • Description: Curriculum together with required credits and examinations Certificate: Master of Science Programme Duration: Four Semesters (120 credits/cr) Mastercourse-EDBPM-v01.doc

  10. Concept: The course consists of the fields of study Business Process Management, Complex Event Processing, Business Activity Montoring included Business Intelligence and Data Warehousing, Computer Networks, Messaging as well as several application disciplines like Algorithmic Trading, Supply Chain Management in the retail domain, fraud detection in the banking and insurance domain etc. All courses are completed with course-related tests and Credits (cr) according to European Credit Transfer System (ECTS) are awarded. All courses are given in English and are designed as distance learning/eLearning courses. The business modeller and the event modeller – different qualifications not in personal union

  11. First lessons learnt from the Haspa project 11 theses about the quality of BPA-models, BPEL-import into BPMS and about designing BAM-dashboards

  12. First lessons learnt from the Haspa project 2008 BPDM BPMN 2.0 The long way of standards and the decisions of Haspa Source: Martin Bartonitz/Saperion

  13. First lessons learnt from the Haspa project Thesis 1:Already the process models - modeled by the operating departments - are imprecise, out of use or even incorrect: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th hesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends - Haspa process:originally: remodeled: (eEPK – Notation)

  14. First lessons learnt from the Haspa project Thesis 2:The process models modeled by the operating departments are too coarse, even they are correct from the point of view of operating departments:- Haspa process:originally: remodelled: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends

  15. First lessons learnt from the Haspa project Thesis 3:Already the decision for a modelling tool is responsible for different modelling results of business processes: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends Details presented by the hands-on demonstrations

  16. First lessons learnt from the Haspa project Thesis 4:Human interactions, Peoplelinks, Partnerlinks, WSDL‘s, Compensations, Exceptions etc. are modelled and will be updated directly in the BPEL – platform: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends If true, there will be no way back into the BP-modelling tool (of a third party vendor). But it will work for the BP-modeller inside the same BPM-platform.- Example WID  jPass, objectiF- but example WID  WebSphere Modeler

  17. First lessons learnt from the Haspa project Thesis 5:If theses 1 and 2 are true, BPEL-export/import doesn‘t make sense, because the effort for reworking the process in the BPEL-platform would be unacceptably high: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends Example WID  BPEL-import and reworking (see hands on demonstration)

  18. First lessons learnt from the Haspa project Thesis 6: A generic BPEL-export is not possible, because of deficits of BPEL2.x (e.g. human interaction) and because e.g. Haspa says that there are no processes without human interactions: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends - Example Haspa process  already the first process step is a human interaction- (see Demonstration of BPEL-exports from Websphere Modeler, jPass, objectiF…)

  19. First lessons learnt from the Haspa project Thesis 7:If e.g. theses 1, 2 and 4 are true, a process modelling without the IT-department doesn‘t make sense, if the process shall become executable: So, we need a new procedure for modeling processes in the future. 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends

  20. First lessons learnt from the Haspa project Thesis 7 comments: hands-on demonstration: - For a combined modelling between operating and IT-departments directly in the BPM- platform, a very skilled BPM specialist is needed, who is able to hide the complexity of the platform - an experienced moderator is needed, who is able to avoid discussions about unnecessary parameters and details offered in the UI of the platform 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis

  21. First lessons learnt from the Haspa project Thesis 8:If all processes would be „executable“, organisation manuals of process models would be redundant because executable processes are self-explanatory by the BPM-platform:  no „Schrankware“ anymore 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis ( ) true( ) false (X) depends

  22. First lessons learnt from the Haspa project Thesis 9:Each process must be measured. Therefore each process has (a kind of) a KPI which has to be monitored (e.g. in a dashboard): 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends - hands-on demonstration: WebSphere Business Monitor (KPI: Key Performance Indicator)

  23. First lessons learnt from the Haspa project Thesis 10:Each process owner needs a dashboard for monitoring his processes. Because an enterprise has thousands of processes with millions of process instances, an enterprise will have a lot of dashboards: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends

  24. First lessons learnt from the Haspa project Thesis 11:The C-level management needs an all-encompassing Enterprise Cockpit with sophisticated drill down features: 1st Thesis 2nd Thesis 3rd Thesis 4th Thesis 5th Thesis 6th Thesis 7th Thesis 8th Thesis 9th Thesis 10th Thesis 11th Thesis (X) true ( ) false ( ) depends • - Enterprise Cockpit: shows aggregated operating • figures of the whole enterprise, worldwide. • Drill down features: zoom in geographical areas and / or in • individual processes straightdown to a bottleneck (e.g. a specific role or a employee – but prohibited by law)

  25. Thanks to the students of the University of Applied Sciences of Regensburg for preparing the slides and presentations: http://www.citt-online.com/index.php?id=veranstaltungen&id3=industrieaufgaben&id4=more

  26. Thanks for your attention!

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