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Process Performance Zone. 30 YEARS AND STILL NOTHING HAS CHANGED. Jon Pyke – Chief Strategy Officer . The Compliance Gap. The Business Process – where two worlds collide. A Definition.

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slide1

Process

Performance Zone

30 years and still nothing has changed

30 YEARS AND STILL NOTHING HAS CHANGED

Jon Pyke – Chief Strategy Officer

slide4

The Compliance

Gap

The Business Process – where two worlds collide

a definition
A Definition

Business Process Management (BPM)is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches.

a definition6
A Definition

Services Oriented Architecture (SOA)is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches.

a definition7
A Definition

Complex Event Processing

(CEP)is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches.

a definition8
A Definition

Lysergic Acid Diethylamide

(LSD)is a natural and holistic approach to operating a business that produces a highly efficient, agile, innovative, and adaptive team that far exceeds that achievable through traditional management approaches.

what s it really all about
What’s it really all about?

Wikipedia defines Business Process Management thus:

“The term Business Process Management (or BPM) is a set of activities which organizations can perform to either optimize their business processes or adapt them to new organizational needs. As these activities are usually aided by software tools, the term BPM is synonymously used to refer to the software tools themselves.”

the job bpm is there to do
The Job BPM is there to do
  • Makes it easier to improve existing business processes and create new ones
  • Enables the automation of processes across the entire organization and beyond
  • Provides managers with real-time information on performance
  • Allows organizations to take full advantage of new computing services.
  • Puts existing and new processes under the direct control of business managers – no technology

* Source: Understanding your organization’s Processes – Pyke et al - CUP

business process management
Business Process Management
  • It’s about People
  • It’s about Business
  • It’s about managing performance
  • It’s about improved control
  • It’s not about SOA!!!
  • It’s not about Web Services

The business need

Yucky technical stuff

slide12

The BPM Evolution – from humble workflow origins

    • where these two technologies overlap
    • where they are different
    • which mathematical models to use
    • which standards are applicable to which part of the stack
    • and all that associated puff.
origin discussions are behind us
Origin discussions are behind us:
  • One technology begat the other
    • But now they appear to be diverging
    • Some platform vendors suggest BPM:
      • Is only about system-to-system
      • People not involved
  • But we know different!!!
  • And we know what’s wrong!!!
workflow sucks
Workflow sucks
  • Workflow sucks because poor assumptions
  • Too inflexible
  • People don’t tend to work that way
  • The unexpected is ever present

Not any of my products you understand

light relief
Light relief
  • Six Sigma and the Golfer*
    • 2 sigma - you'd miss 6 putts per round
    • 3 sigma - you'd miss 1 putt per round
    • 4 sigma - you'd miss 1 putt every 9 rounds
    • 5 sigma - you'd miss 1 putt every 2.33 years
    • 6 sigma - you'd miss 1 putt every 163 years

* Source Stephen Phelan, SVP, Formation Systems - play 100 rounds per year

bpm sucks
BPM sucks
  • BPM sucks because it ignores carbon
  • But it’s good because of heritage
  • Systems do as you expect
  • BPEL4PEOPLE won’t fix the problem
it sucks
It sucks
  • The Web sucks because it bombards us with too much info – most of which we can’t absorb
  • Web 2.0 will suck harder – because we’ll get even more stuff than we do now
business will get harder
Business will get harder
  • More compliance
  • More competition
  • More control
  • But more information
  • More unstructured communication
  • Harder to manage and track
slide20
The process the business sees could be as simple as reading and approving the output from some composite application

One man’s task is another’s process

slide21

Integration

(EAI Packages)

J2EE

Customers

(Databases)

Java

(Application Servers)

ERP(Packages)

Customer Service(Client/Server)

Logistics (Mainframes)

Content/

Personalisation

(Interaction Packages)

The process the IT people see is a set of service interactions– which are transparent to the business

One man’s task is another’s process

slide22

Customers

Supply Chain

Mobile Workforce

Partners

Interaction

Data

Integration

Windows

Terminal Apps

Mainframes

Content Mgmt

Unix

Home-grown

Packaged Apps

Portals

ERP

BusinessProcess

Technology

Process

did you know
Did you know?

According to Forrester 85% of all business processes require human interaction!

People need to collaborate!

which means it s not a question one or the other
Which means it’s not a question one or the other

OR

People (Workflow)

Centric

System (Integration)

Centric

it s both

Understanding that business processes exist at 2 levels (the Silicon and the Carbon) takes us a long way towards understanding what it is we really need.

It’s both
real life scenario

System to System

People to System

Collaboration

Case Management

Exceptions

Real life scenario
total bpm

Enterprise

Application

Integration

Business

Process

Integration

Business

Process

Management

Business

Process

Management

Expanded into BPM

Document

imaging

Separate market

Total BPM

Two different kinds

of BPMS

Total BPM

Integration Centric

Human Centric

Workflow

Mid-late 1980s

Mid-late 1990s

2002-05

2006+

what you need from bpm
What you need from BPM
  • Tools that make it easier to improve existing business processes and create new ones
  • The ability to automate processes across the entire organization and beyond
  • Get real-time information on performance
  • take full advantage of new computing services.
  • Puts critical processes under the direct control of the business
  • Develop and deploy what you need when you need it
what you need from bpm29
What you need from BPM
  • Total BPM Suite:
    • With both strong IC and HC in 1 Suite/Product:
  • Supports Closed-Loop BPM
    • What you model is what you execute
    • Facilitates all 4 phases of a process lifecycle (Design, Execute, Monitor, Improve)
  • Collaborative Design Paradigm for Business-IT
    • Business (Modeling/Design) and IT (Implementation) share common diagram, data and tools
    • Allows iterative design & implementation with direct business involvement - Round-trip Engineering
what cordys does
What Cordys does
  • Process Provisioning Technology which:
    • Facilitates the design and implementation of all processesEmphasis on collaboration
    • Human to Human, System to System, Human to System BPM = (H2H*S2S+H2S)
    • Delivers full instrumentation and analytics
    • Puts the end user in control
slide33

Process

Performance Zone