Published on February 4, 2014
BPM What is it, and why all the buzz? Vivecca Yong Tim Barry Valentine Marketing Manager Bonitasoft Engineer
Agenda BPM Definition BPM Standards and BPMN 2.0 Practical BPM Example Conclusion
What is BPM? Implementing BPM can be hard • Business process management (BPM) is the discipline of managing processes (rather than tasks) as the means for improving business performance outcomes and operational agility. • • Gartner IT-Glossary Business process management (BPM) is a set of tools and methodologies to model, automate, monitor and optimize the processes of an organization. • Bonitasoft Definition
Historical BPM Perspective • BPM Ancestors – – – – • Workflow Automation (1981 – 1989) Business Process Reengineering (1990 – 1998) Business Process Automation (1999 – 2004) Business Process Management (2004) BPM Differences – – – – BPM has Multiple Use Cases • More than just human workflow automation BPM Supports Process Design as it Exists BPM Integrates Business Requirements in Enterprise IT Ecosystem • Leverages IT Capabilities Single BPMN Standard Promotes Interoperability
The BPM Paradox Implementing BPM can be hard Processes are everywhere BPM solutions are available BPM should be everywhere, in all kinds of organizations BUT THIS IS NOT THE CASE ….
Complex to use by project teams Why? Expensive BPM solutions are used today by big companies for missioncritical projects Not intuitive for end users Complex to deploy
…But the Situation has Improved Implementing BPM can be hard • Availability of more mature standards • Tools don‟t require a lot of technical expertise to be effective • Automated processes are easier to deploy • Solutions are more cost effective
What is a Business Process Management Solution (BPMS) ? A set of software tools to implement Business Process Management in an organization Sometimes called Business Process Management Suite, or Business Process Management Software System
Why Implement a BPMNS? Implementing BPM can be hard • Promotes collaboration and the rapid deployment of process applications • Provides access to – Process monitoring – Process improvement – Continuous improvement via the Process Lifecycle
Process Monitoring: Answer Questions Such as… How efficient is the process? How can we make improvements to save time/money? What is the current state of all the processes in my organization? Are there bottlenecks? Where are they?
Process Improvement: If you… Implementing BPM can be hard • Want to better understand what is happening in your organization • Have customer complaints about the current process • Are encountering numerous errors in the current process • Need better collaboration between stakeholders • Want to speed up process execution
Enable the Process Improvement Lifecycle Implementing BPM can be hard Design managers; analysts; other stakeholders managers; analysts; IT; other stakeholders Optimization process administrator(s) Monitoring Modeling Execution IT, managers; analysts, system admins process actors; end users
What is a Process? Implementing BPM can be hard • The following questions help to define a process: – What is the business scenario covered by the process? – How can you breakdown your process in a set of discreet steps? – What business event starts the process? • A process can also: – Cut across company organization boundaries / departments – Integrate and communicate with other processes
Process vs. State Implementing BPM can be hard Traditional Development View Data oriented/State oriented BPM View Process oriented : • Actions • Events • Decisions
BPM Notational Standards Implementing BPM can be hard • Business Process Model and Notation (BPMN): A standard process modeling notation • Business Process Execution Language (BPEL): Organization for the Advancement of Structured Information Standards (OASIS) standard executable language for specifying actions within business processes with web services • Web Services Flow Language (WSFL): An XML language for the description of Web Services compositions as part of a business process • Business Process Markup Language (BPML): BPM Initiative (BPMI) standard language for modeling business processes
More about Business Process Modeling Notation (BPMN) Implementing BPM can be hard • A standardized graphical notation for modeling business processes – – – standard graphical elements standard semantics standard execution • Provides organizations with a standardized way to define, exchange and collaborate on processes • Proposed by the Object Management Group (UML, CORBA…) • • v1.0 released in 2004 current version v2.0 released in 2011
BPMN Core Elements Implementing BPM can be hard
BPMN 2.0 Example ImplementingPools can be hard Activities Lanes & BPM Gateways Flows Events
The elements of „good BPMN‟ Implementing BPM can be hard • Completeness – Essential elements captured, starts and ends are defined • Clarity – The models makes it clear what is happening • Share ability between business and IT – Keeps the business users and IT on „the same page‟ regarding what the process is meant to achieve. • Structural constancy – The model is structured like other models in your organization BPMN Reference: “BPMN Method & Style” by Bruce Silver
End-to-end process development Implementing BPM can be hard • Process design – – – – • What does the process look like? Who are the actors? Result is a flow diagram Developed with input of stakeholders Process development – How does the process happen? What systems does it connect to? – Result is a fully developed flow diagram – Complete model with exceptions, how and when steps are initiated and completed - technical
Process Automation Implementing BPM can be hard • Application development – How does a user interact with the process? – Design and personalize forms – Result is a fully designed application • Process deployment – How does the process run? – Result is executable software
Practical BPM – Invoice Approval
Practical BPM – Invoice Approval Implementing BPM can be hard • What does each instance of the process represent? – A submitted invoice that must be either approved or rejected. • Who are the actors? – A requestor – A level 1 approver (always involved) – A level 2 approver (involved if amount > $5k)
Practical BPM – Invoice Approval Implementing BPM can be hard • How does it start? – With a requestor creating and submitting an invoice
Practical BPM – Invoice Approval Implementing BPM can be hard • How does it end? – The request is either approved or rejected – The requestor is notified
Practical BPM – Invoice Approval Implementing BPM can be hard • What business rules are required for invoice approval? – Level 1 approval is always required – If amount is > $5k, then Level 2 approval is needed – If either approver rejects the invoice, it is considered rejected.
Practical BPM – Invoice Approval
Conclusion Implementing BPM can be hard • BPM has matured since its earlier conceptions – The barriers of high cost and complexity have fallen • There are many reasons to adopt BPM – Greater efficiency – Process Improvement – Standardized way to describe/document processes
Conclusion – A Last Word When implementing BPM, avoid common pitfalls and be sure to… – Demonstrate the value delivered – Understand BPM before you implement it – Remember the ROI
Questions? Email: Barry.Valentine@bonitasoft.com CORPORATE WEBSITE • Product & Services descriptions • References & Use Cases • Webinars & White papers youtube.com/ bonitasoft twitter.com/ bonitasoft OPEN SOURCE COMMUNITY • Forums • Contributions • Source Code linkedin.com/groups? gid=3182097 facebook.com/ bonitasoftbpm 30
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