Best Practices for Delivering BPM Projects

Jörg Grote BPM Solution Architect

© Copyright 2000-2014 TIBCO Software Inc.

2© Copyright 2000-2014 TIBCO Software Inc.

Agenda

Topics covered

•  BPM – what is it really?

•  Rules for success?

•  Process Centric Development

BPM – A look back in time

•  DepartmentalWorkflowSolu2onsofthe90s–  Projectsini2ated,funded,anddeliveredbyBusinesswithoutIT–  Hybrid-teamsofBusinessand“Drag‘nDrop”client-serverdevelopers–  Completeprocess-basedapplica2onbuildingcapabili2eswithintheproduct

•  DevelopmentandDeployment–  RAD/JAD/Itera2veApproach–  Rapid2metobenefit–  VeryFewProjectFailures

•  PossibleBecause–  SmallScope–  Human-centric–  Non-missionCri2cal–  Non-CoreData–  FewChannels–  Minimalcoupling

But When BPM Took On The Enterprise …

•  Infrastructure/PlaTormiskeyconsidera2onoftheBPMdeveloper–  N-2erarchitecture,High-availabilityandscalability–  Technology(Javaor.NET?,Servlets,EJBs&Assemblies)–  Mul2-node,mul2-geographyimplementa2ons

•  Integra2onisakeyskilloftheBPMdeveloper–  EAI/SOAPlaTorms–  Java(PoJo&EJB)and.NET–  HTTP,JMS,WebServices–  XML,SCHEMA,XPATH,XSLT–  LDAP,Single-Sign-On

•  DataisaproblemfortheBPMdeveloper–  What’sdoestheprocessneedtoexecute?(BPMduplicates)–  Whereisit?(Loca2on)–  HowdoIgettoit?(Integra2on)–  Whatdoesitlooklike?(DataModels)–  What’sthesingletruth?(Reusability,Aggrega2on,Transforma2on)

BPM in an SOA world – “Back To The Future”

•  ProvideaplaTormforBPM–  Distributedapplica2onserver

•  High-availability•  Service-enginedistribu2onandinter-communica2on

–  Service(process,webservice,PoJo,etc.)deploymenttopologyisanArchitect’sfunc2on

•  Provideintegra2on–  Serviceimplementa2onistheSOAdeveloper’sfunc2on

•  Supportnewservices–  VirtualData

•  Datavirtualiza2onistheSOAdeveloper’sfunc2on•  Processenactsuponbusinessdomain(Concept)model

–  SOAprovidesvirtualiza2onmechanism

…hidecomplexityfromthefutureBPMdeveloper

BPM in an SOA world - “Back To The Future”

•  ChangethenatureofBPM,BPMwillreturntoitsroots…butonanEnterpriseScale•  AMX&BPMwillprovidetheSHAREDSERVICEPLATFORMformul2pleBPMini2a2ves

touseinparallel–  Control,Availability,Scalability,Connec2vity,etc,providedbytheplaTorm

•  GreatlysimplifyandchangetheroleoftheBPMdeveloper–  Re-FocusBPMontheneedsofBusinessUser

•  Higher-levelModelling–  Processes,DomainModels,Rules,Forms,

Work,Goals,SLAs,KPIs,etc,..•  UserExperience

–  Role-centric•  ProcessPaeerns

–  Re-FocusBPMonBusinessRequirements•  Peopleefficiencyaswellasprocessefficiency•  SLAmanagementandMetrics•  Simula2onandOp2miza2on

–  Re-FocusBPMonRapidApplica2onDevelopment•  Much,muchlesstechnicalinnature•  Modeldrivenapplica2ondevelopmenttooling

MATRIX

BPM

SHARED SERVICE PLATFORM

Fulfilment Customer Care Billing Project

Management

BPM – The Journey

Operate the Business

Develop Vision & BPM Program Roadmap

Define & Implement Organization & Governance

Define & Implement Technical Infrastructure & Standards

Analyze Process & Develop Project Roadmap

Design, Build & Deploy Business Process

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Continuous Improvement BPM Governance BPM Project Life Cycle Management and Control Measure Business, IT and Organizational KPIs & SLAs / Analyze ROI

Repeat for each project

TIBCO BPM Execution Model

ExecutedonService,Subprocess,andMain-ProcessLevel-each

BPM – The Journey

•  Step1–TheVision–  Mapoutaroadmapofprojects–  Selec2oncriteriaforthefirstproject/process/service–  Successcriteria–  Simplesimula2ontojus2fyROI

•  MapoutthehighlevelprocessesLevel1and2(SCORModelgreatexample)•  Greatwaytomanagescopecreepyetunderstandthebiggerpicture

•  Step2–Organiza2onalStructure–  Iden2fythebusinesssponsor–  COEteam;Businessanalyst,SME,COEleader(ITliaison)

•  Mapoutthepar2cipantsforthefirstprocess

BPM – The Journey….

•  Step3–Infrastructure–  Hardwareandsomware–  Templates;requirements,design

•  Prince2methodology

–  Standardsandgovernance;Modelingapproach,workshopchecklists•  ReferenceTemplateprocesses•  Standardpaeerns(i.e.WilVanDerAalst)

•  Step4–MappingouttheAs-Isprocess–  Processunderstandingandworkshops(i.e.usingNIMBUS)

•  Watchpeoplework,don’tjusttakesomeone'swordforit•  Documenta2on

–  Repor2ngandmetricsforsuccesscriteria–  Mapouttheconceptsrequiredfortheprocess

BPM – The Journey….

•  Step5–DesigningtotheTo-Be–  Stayfocusedonsuccesscriteria–  Challengethelegacyprocess,whatisthe

processgoal?–  Whatiskey?Whatmustremain?

Whatisnon-valueadd?Canthisberemoved?–  Whatarethesystemrestric2ons?Aretheys2llcurrent?Whatisthe

customerconcernedwith?Whatisthefocusoftheprocess?•  Simula2onisonlyaguidethefirst2methrough

•  Step6–Execu2ng–  Monitorsuccessasbasedonini2alcriteria–  Iden2fyroomforimprovement

•  Introducesimula2onbasedonreality.Importrealdata.

The Five Maturity Levels

Level 1 Initial

Inconsistentmanagement

Level 2 Managed

Work-Unitmanagement

Level 3 Standardized

Business-Linemanagement

Level 4 Predictable

Capabilitymanagement

Level 5 Optimizing

Changemanagement

Why Process Management Is Different…

•  Implemen2ngaProcessManagementsystemisaprocess,notaproject.–  BPMisanenablingtechnologywhichcandeliverbenefitthroughoutanorganiza2on,itdoesnot(only)provideadiscretesolu2ontoadiscreteproblem.

Thischaracteris2chassignificantimplica2onsforthewayaprojectisscopedandphased.

•  ProcessManagementisanewconcepttomanyorganiza2ons–  itbecomespar2cularlyimportanttopromoteunderstandingofthetechnologyandgainuserinvolvementindevelopingasolu2on.

•  AProcessManagementsystemfundamentallyaffectsthewaypeoplework–  aBPMprojectmustbeverysensi2vetopeopleissues,theneedtopromoteawarenessofobjec2ves,toworkinteams,toencouragefeedbackfrom

users,andtomanagechange.

•  Theobjec2vesforimplemen2ngaProcessManagementsolu2onarenormallycoretotheopera2onofthebusiness

–  forexampletheobjec2vesmightbetobringnewproductstomarketmorequickly,ortoimprovecustomerservicelevelsandavoidperformancepenal2es.Thereareomenthereforebigimplica2onsforgesngitwrong(butalsobigimplica2onsforgesngitright!).

•  AProcessManagementprojectisnormallyacollabora2vedevelopmentbetweenITandbusiness–  thisrequiresadegreeofco-opera2onandmutualunderstandingthatisunusualintradi2onalITprojectswheretheresponsibilityofthebusinessisomen

restrictedtosigningoffaspecifica2onoftheirrequirementsandthentes2ngthefinishedsystemtoconfirmthatitmeetstheirrequirements.

•  AProcessManagementsolu2onnormallyincorporatesanumberofdifferenttechnologiesandtools–  withimplica2onsonthetechnicalresourcesrequired,andcomplica2onsintheconfigura2onofsuitabledevelopmentandtestenvironments,aswellas

inthetechnicaldesignofthesolu2on.

•  Giventheabove,therearesomeruleswhichwillhelpguaranteesuccess…..

Rules for success

•  Rule1-KeepItSimple•  Rule2-DeliverQuickWins•  Rule3-GetItWrongQuickly•  Rule4-DefineTheScope•  Rule5-DefineTheObjec2ves•  Rule6-DefineAPlan•  Rule7-InvolveTheBusiness-Appropriately•  Rule8-MeasureTheResults•  Rule9-Cul2vateABusinessSponsor•  Rule10-UseKnownAndProvenComponents

Rule 1 - Keep It Simple

•  ThisistheGoldenRule.–  ExperienceshowsthatthesuccessofanITprojectisinverselyrelatedtothe

complexityoftheproject.–  Thegreaterthenumberofcomponentsinaproject,thegreaterwillbethe

amountofefforttocompletetheprojectandthegreaterwillbetheriskthattheprojectwilla.  gooverbudgetb.  failtomeetrequirements.

–  Thisispar2cularlyvalidforProcessManagementprojects,becauseinmostcasestheorganiza2ondeployingaProcessManagementsystemhasnopriorexperienceofProcessManagementtechnology(whichdirectlycontributestorisk).

Rule 2 - Deliver Quick Wins

•  ThisruleisanotherwayofexpressingtheGoldenRule.–  ABPMProcessManagementsystemisdesignedprimarilytoautomate

processes,nottomanagedocumentsordata.–  Unlikedocumentsordata,anorganiza2on’sprocesseswillchangeona

regularbasis,accordingtothepaceofchangeofthemarketinwhichtheorganiza2onoperates.

–  Itisfruitlesstospendmanymonthsanalyzing,definingandimplemen2ngtheperfectprocess,becauseadynamicorganiza2onmayhavechangeditsprocesses(asaresultofintroducingnewproductsorservices)beforeitsoriginal(andnowincorrect)processeshavebeenautomated.

–  Itisfarbeeertodefineanarrowprojectscopeandfocusonkeybusinessproblemsinordertodelivershort-termbenefits.

Rule 3 - Get It Wrong Quickly

•  Ready–Fire–Fire.–  ProcessManagementisauniquetechnologyinthewaythatitforcespeople

tochangethewaytheywork.Thischangepar2cularlyaffectsthosepeoplewhoareresponsibleformanagingwork(iden2fyingthetypesofworktobedone,alloca2ngtheworktoanappropriateworkgroup,makingsuretheworkgetsdone,monitoringproduc2vity)

Becausemanyofthemanagementtaskswillbeperformedautoma2callybytheProcessManagementsystem.

–  Totryanddefineaperfectautomatedbusinessprocessbasedontherequirementsofthepeoplewhooperatethecurrentmanualprocess,isliketryingtodrawapicturewithablindfoldon.

–  Onlybyimplemen2ngandusingaProcessManagementsystemwillabusinessreallyunderstandhowitwantstouseaProcessManagementsystem.

Rule 4 - Define The Scope

•  Awell-definedscopeisasimportantforaProcessManagementprojectasitisforanyotherITproject.–  Thepreviousrulesmayseemtoencouragearelaxedapproachtoscopinga

ProcessManagementproject.Farfromit.,andthepreviousrulesareintendedtoassistinmakingthescoperealis2candeffec2ve.

Rule 5 - Define The Objectives

•  Ifthegoalsarenotdefined,theyareunlikelytobeachieved.–  Thereisatendencywhenimplemen2ngaProcessManagementsystemtomakethe

automa2onofanexis2ngprocessagoalinitsownright.Thismaybeacceptablewheretheprimarygoalistoimprovetheefficiencyofanexis2ngprocess,andwhereefficiencygainsareexpectedbyvirtueofreplacingmanualtasks(suchasthealloca2onofwork)withautoma2cprocesses.

–  Abusinessmayhoweverhavemanyotherreasonsforimplemen2ngaProcessManagementSystem,forexampletomakeprocesseseasiertochange,tode-skillprocessessothatresourcecostsarereduced,toreduceelapsed2mesfromstarttoendofaprocessinordertoimprovecustomerservice.

Rule 6 - Define A Plan

•  Ifyoufailtoplan,youplantofail.–  OnceyouknowthescopeofaProcessManagementproject(rule4)and

youhavedefinedthegoalofthesystemtobeimplemented(rule5),thetaskofdefiningaprojectplanisgreatlysimplified,buttheimportanceofdefiningaprojectplanisbynomeansreduced.

–  BecauseBPMencouragesanitera2ve,prototypingapproachtodevelopmentofautomatedbusinessprocesses,andbecausemanyprojectsaresetupaspilots,beforeaeemp2ng‘therealthing’,thereisdangerthatprojectplanningwillbeconsideredunnecessary.Thisisofcoursenotthecase!

Rule 7 - Involve The Business - Appropriately

•  Mrs.Smithknowsmorethanyoudo!–  ThisisanotherrulethatiscommontoallITprojects,butwhichhaspar2cular

relevancetoProcessManagementprojectsbecauseoftheprofoundimpactthatProcessManagementwillhaveonthewaypeoplework.

–  Ifthepeopleinvolvedincurrentprocessesdonotpar2cipateinthedesignofautomatedbusinessprocesses,thoseprocessesareunlikelytosupporttheday-to-dayprocessingrequirements,andwhenthesystemisimplementedexis2ngusersmayac2velyseekwaystomakeitfail.

–  HoweverifthegoalofaProcessManagementsystemistoradicallychangeexis2ngwaysofworking,whichmayalsoimplytheneedforfewerpeoplewithlessskills,over-relianceonassistancefromcurrentusersmaybeconsideredtobenotonlyinappropriatebutalsounethical.

Rule 8 - Measure The Results

•  Repor2ngiswhatitisallabout.–  Evenwhenrule5isremembered,andthegoalofaProcessManagement

systemisthepre-eminentfactorinthedesignofthesystem,rule8isomenforgoeen.

–  Ifthegoalistoincreaseproduc2vityby50%,buttheproduc2vitybeforeandamerimplementa2onofthesystemisnotmeasured,thesuccessofthesystemcannotbequan2fied.Consequentlyitisdifficulttolearnlessonswhichprovidefeedbackandinfluencetheimplementa2onofthenextautomatedbusinessprocess.

Rule 9 - Cultivate A Business Sponsor

•  Withoutaninfluen2al,commieedbusinesschampionwhokeepsfocusedonthegoalsoftheProcessManagementSystem,thechanceoffailureishigh.–  Abusinesssponsor,orperhapsabeeernameisabusinesschampion,is

essen2altoseethroughtheimplementa2onofaProcessManagementsystem.

–  Duringthecourseofanimplementa2onjobroleswillbechallenged,powerbaseswillbethreatened,substan2alchangewillbeintroduced;Inshortmanypoten2allyfatalchallengeswillarise.

Rule 10 - Use Known And Proven Components

•  Don’tredesignthewheel.–  ItiswisetoavoidbuildinganyrelianceinaProcessManagementsystem

onacomponentwhichhasneverbeenusedbefore,orneverbeenusedinthesamewaybefore.

–  Thisappliesasmuchtoanyproductsetfromanyvendor.–  Inordertominimizetheriskofunprovencomponents,theyshouldif

possiblebeevaluatedinatechnicalprovingprojectbeforetheybecomeacri2calcomponentofaproduc2onsystem.

Plan for Success!

OnceyouknowthescopeofaProcessManagementproject(rule4)andyouhavedefinedthegoalofthesystemtobeimplemented(rule5),thetaskofdefiningaprojectplanisgreatlysimplified,buttheimportanceofdefiningaprojectplanisbynomeansreduced.

“Ifyoufailtoplan,youplantofail”

25© Copyright 2000-2014 TIBCO Software Inc.

Process-Centric Development

CheckifyourProjectfollowsallSteps

What, Why, Where, When & How

AnaylseyourprocessbasedonthisKeyQues2ons

What are Standards?

•  Standardiza2on:anagreementtosupportacommoninterfaceorrepresenta2on(withcoopera2onofthevendors)

•  Why?–  Preserveinvestment:re-userulesacrosstools–  Interchange:allowscoopera2vedevelopment/deployment–  Re-use:avoidsreinven2ngwheels–  Commodi2za2on:negatesvendorlock-in–  Training:skillsetstransferable–  Indica2onofmarketmaturity

BuildupNamingConven2onsveryearly,createReferencableExamplesandPaeerns

Life-Cycle

•  TrytoadaptLife-CycleManagementearlyineveryproject•  SOAServices&longrunningBPMProceduresneedingdifferentLife-Cycles•  DeployaServiceoraSub-processtotheIntegra2onandProduc2onEnvironment,

whenitisimplemented.•  StartwiththefirstSteps/PartsofyourProcessorSolu2on

•  Why?•  ClearStrategy•  Tes2ngcanbestartedveryearly•  EveryonewillunderstandImpactsonchangesearly•  TrainingonlaterProduc2onHandling•  AvoidunwantedsideEffects

AvoidaBigBangStrategy,asthisisnotSOAandBPM

Rules for BPM?

30© Copyright 2000-2014 TIBCO Software Inc.

Thank you!Jörg Grote – BPM Solution ArchitectJGrote@TIBCO.com+49 171 5664 015