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Business Process Management Systems. Pascal Ravesteyn UU/HU - 2007. General overview. Introduction What is BPMS? Research question BPMS implementation framework Assignment. Introduction. Business Process Management: the Third Wave (Smith, Fingar, 2003) Internet Globalization

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business process management systems

Business Process ManagementSystems

Pascal Ravesteyn

UU/HU - 2007

general overview
General overview
  • Introduction
  • What is BPMS?
  • Research question
  • BPMS implementation framework
  • Assignment
slide4
Business Process Management: the Third Wave

(Smith, Fingar, 2003)

  • Internet
  • Globalization
  • Governance (SOX, Tabaksblatt)
  • Outsourcing
view of processes and organization
View of processes and organization

Value

Chain

Act. Based costing

webservices

TQM

EAI

CASE

Balanced Scorecards

Cont. process

improvement

UML

Workflow

management

Rules

engines

ERP

Kaizen

Java

ISO9001

Six Sigma

B2Bi

So…

BPMS

A new software category that supports the entire lifecycle of modeling, executing, and monitoring business processes

IT organization

Business organization

history bpms
History BPMS
  • Management Concepts:
    • Total Quality Management
    • Business Process Re-engineering
    • Business Proces Management
    • Etc.
  • IT Innovations
    • Enterprise Resource Planning
    • Workflow Management
    • Enterprise Application Integration
    • Business Intelligence /Dashboard and portals
    • Etc.
history of soa
History of SOA

WWW

IBM PC

Business

computing

Mainframe

SQL

Content: data &

Business logic

R/3

Databases

Data Warehouse

Batch

processing

EAI

Visicalc

BPM

R/2

Client/Server

WSDL

VT3270

CORBA

MQ

Distribution

technology

Remote access &

infrastructure

NFS

Service Oriented Architecture

VT100

RPC

EJB

EAI

SOAP

TCP/IP

sockets

WWW

Modula2

Smalltalk

Implementation

Platform, interfacing

Techniques interaction

patterns

Pascal

Java

Programming

language

PROLOG

.NET

COBOL

Ada

C#

Assembler

SIMULA

C++

1950

1960

1970

1980

1990

2000

classification of services
Classification of Services
  • Basic services; represent the basic elements of a SOA
    • Data centric services
    • Logic centric services
  • Intermediairy services; are stateless services that
  • function as client of server in a SOA
  • Process centric services; encapsulate the knowledge of the
  • organization’s business processes (maintain the process state)
  • Public enterprise services; provide interfaces for cross-enterprise
  • integration

Application frontends are the active elements of a SOA. They initiate

all business processes and ultimately receive their results (e.g. GUI)

slide15

BPMS ArchitectureExample - 2

Role Based Presentation + Applications (CAF)

Business Activity Monitoring (BAM)

Business Process Management (BPM)

Enterprise Service Bus (ESB)

Enterprise Applications (ERP + others)

slide16

Market Overview

“The Forrester Wave™:

Integration-Centric Business Process Management Suites”

(Q4, December 20, 2006)

when to use bpms
When to use BPMS

high

BPMS

Complexity of

coordination

EAI

Application

server

low

high

low

Frequency

of change

Krafzig et al. 2005

maturity of soa in relation to business integration
Maturity of SOA in relation to Business Integration

Maturity of

SOA

Process

enabled

agility

Not cost-effective

networked

flexibility

maintainability

fundamental

Not feasible

Scope of

Business integration

Intra

departmental

Cross

departmental

Cross

Bus. unit

Simple

B2B

Complex

Processes

integration

Intra

enterprise

Cross-enterprise

Krafzig et al. 2005

research goal
Research goal
  • “Provide an overview of the critical success factors when implementing a BPMS”
  • To accomplish this….
research activities and articles
Research Activities and Articles
  • Literature Research
  • Framework & Model
  • Validation (qualitative & quantitative)
  • Case Studies
business process management framework

Monitoring & Control

BPMS

TQM

Organization

& Processes

Information

Technology

Strategy & Policy

BPR

Bus.

Proc.

Model.

People & Culture

Business Process Management Framework

BI / BAM

WFM

EAI

Ravesteyn, 2006

slide24

Business Process Management System

Implementation approach

  • A literature study of 104 articles and books
  • Based on a meta-analysis of the literature a list was compiled with over 337 critical success factors from the different background principles
  • This list was based upon the principles according to the following composition:
    • 3.86% of the factors came from TQM
    • 17.51% from BPR
    • 29.97% BPM
    • 11.57% WFM
    • 12.76% EAI (incl. SOA)
    • 2.08% BAM
    • 12.17% from the BPMS domain
    • 10.08% from various other related areas
slide25

Business Process Management System

Implementation approach

Project domain

Organizational domain

(Ravesteyn, 2007)

management of organization processes
Management of Organization & Processes

Critical Success Factors:

  • Project management
  • Change management and involving people
  • Understanding the BPM concept
  • Management support and involvement
  • Strategic Alignment
  • Governance & accountability
  • Training
  • Culture
management of organization processes27
Management of Organization & Processes

Other factors mentioned:

  • take into account the customers, industrial partners and the target environment
  • create challenging roles and new job perspectives after the project
  • establishing a support organization because ongoing maintenance and management is very difficult
  • Treat value as realizable by all stakeholders, irrespective of geography or organizational boundaries
  • Build a knowledge base around processes
  • implementation guide: follow an "inside-out" strategy, this means first prioritize the integration of internal systems and applications, defining and institutionalizing your business processes then the company is better suited for integration with external systems
  • use of best practices
architecture design process model
Architecture Design(process model)

Critical Success Factors:

  • Understanding the process
  • Use the 'best' modeling standards & techniques
  • Organizing the modeling ‘design’ phase
  • Maintenance and control - including quality - of the models is important
slide29

Architecture Design(process model)

Formal models

Analysis

Visualisation

For different

stakeholders

Design

Napkin

Whiteboard

Powerpoint

Architecture

process

Idea

Use

Link with

implementation

Management

Maintenance

Version control

The architecture description life cycle (Lankhorst et al. 2005)

slide30

Architecture Design(coherence)

(Lankhorst et al. 2005)

architecture design process model31
Architecture Design(process model)

Other factors mentioned:

  • When altering private processes, which modifications are allowed without jeopardizing the correct operation of the overall workflow
  • Strategic objectives and functional objectives should be identified and linked to process model
  • lack of documentation of embedded processes in application systems
  • Multi process adaptation alternatives should be present, and also a contextual adaptation process
  • Underestimating the difficulty in integrating offshore-supplier employees into the processes and work flows of their companies
  • Modeling interfaces related to software systems
  • pre-determined collaboration choreography of participating organizations (ad hoc changes are not possible)
architecture design information model
Architecture Design(information model)

Critical Success Factors:

  • Interdependencies and Integration of Data sources
  • Discovery of Information
  • Process Orientation
  • Defining (web) services
  • Understanding the BPMS paradigm
  • Business & IT divide
  • Use of Business Rules
architecture design information model33
Architecture Design(information model)

Other factors mentioned:

  • Sometimes information-processing work is subsumed into the real work that produces the information
  • For global inter-operability, transparency to the end user is needed which has consequences for the information availability
development infrastructure
Development(infrastructure)

Critical Success Factor:

1) IT Infrastructure:

  • IT infrastructure is not aligned to the developed solution
  • embedded business logic within communications networks
development service oriented business appl
Development(Service Oriented Business Appl.)

Critical Success Factors:

  • Integration of processes and data
  • (Use of) Webservices
development service oriented business appl36
Other factors mentioned:

Transformation of design models into implementation models

Delay the technology evaluation until process reverse engineering is finished

SOA (currently) works best when working with applications from large IT vendors

Reliability of Internet (standards)

The process manager might get direct access to the application server where connections are running

Testing prototypes and the final solution

The inflexibility of IT application systems

Development(Service Oriented Business Appl.)
management of implementation change
Management of Implementation & Change

Critical Success Factors:

  • Project management
  • Change management and involving people
measurement control
Measurement & Control

Critical Success Factors:

  • Performance Measurement
  • Continuous Optimization
  • An organization and culture of Quality
measurement control39
Measurement & Control

Other factors mentioned:

  • Use multiple data gathering approaches
  • The availability of data within the Supply Chain is critical
  • Both formal and informal monitoring and reporting activities should be taken into account
  • Capture information once and at the source (tasks are performed wherever it provides the most value)
  • Granularity and visibility control (information is not available or private information is made public)
assignment41
Assignment

Investigate the validity of (part of) the provided success factors. Extend and/or drill-down when necessary. Aspects to consider:

  • Mapping on the Model
  • Weight
  • Aspects per CSF
assignment form

Team x

Introduction

Validation

Results

Assignment form
  • Teams of two
  • Several teams are validating one domain
  • One paper per domain with at least one chapter per team

Structure team chapter:

Structure domain paper:

resources
Resources
  • BPM Forum
  • Suppliers (BEA (Fuego), Cordys, IBM, Microsoft, SAP, Seebeyond, Tibco, Webmethods etc.)
  • Consultancy Organizations (Capgemini, InterAccess, LogicaCMG, Ordina etc.)
  • Users (Interpay, ING, ABN-AMRO, Nuon etc.)