15
1 ahead of current thinking In Search for a Good Theory: Commuting between Research and Practice in Business Process Domain A journey Ilia Bider IbisSoft/DSV, Stockholm University

BPMDS'11

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Page 1: BPMDS'11

1 ahead of current thinking

In Search for a Good Theory: Commuting between Research and

Practice in Business Process Domain A journey

Ilia Bider IbisSoft/DSV, Stockholm University

Page 2: BPMDS'11

2 ahead of current thinking

Theory

• For each item Ordered = Delivered

• To pay = Total + Freight + Tax• Ordered > Delivered

shipment

• To pay > Invoiced invoicing

• Invoiced = To pay

• Paid = Invoiced

State-oriented view on business processes

Page 3: BPMDS'11

3 ahead of current thinking

Starting point – objects-connectors model Model consisting of

AtomsObjectsLawsConnectors

Connector

awakeschecksrestoresfalls asleep

Page 4: BPMDS'11

4 ahead of current thinking

Ending point – BP-support with shared spaces architecture

Process shared space – a place in the “cloud” where each process participant goes to fetch information and place the results

Process map – the upper level of the shared space structure

Step form – the low level of details of one part of the shared space

Page 5: BPMDS'11

5 ahead of current thinking

Continuation – what it is good for?Business/Enterprise agility - way of survival in the dynamic world

• Quickly adjust to the changes in the constantly changing business world – affects product/service development

• Employ new opportunities constantly appearing in the dynamic world for launching completely new products/services

Page 6: BPMDS'11

6 ahead of current thinking

Product and service development – traditional cycle

Risks

Requirements specification do not catch the needs properlyRequirements specifications are not converted into a proper designProduct/service manufacturing does not follow the design exactlyThe new product/service is not properly understood by the stakeholders and is rejected or used in the wrong fashion

Each product embeds knowledge

A good regulator is a model of the system it regulates

Conant & AshbyA good solution is a model of the

problem it solves

A good key is a model of the lock it opens

Requirements change during the development → outdated wrong product/service

Learning to use

in own practice

Requirementsengineering

Manufacturing/Implementation

Design

Tacit knowledgeTacit knowledge

Explicit knowledge

Exp

licit

know

ledg

e

Problems/needs

Design specifications

Req

uire

men

ts s

peci

fica

tions

Em

bedd

ed k

now

ledg

e

Prod

uct/S

ervi

ce

Page 7: BPMDS'11

7 ahead of current thinking

Minimizing the risks – how?

The development team having the tacit knowledge on the actual business needs/problems

• Agile development

• Cross-manning of business processes

Page 8: BPMDS'11

8 ahead of current thinking

Product and service development – agile style

Risk minimization via

Not translating to explicit knowledge

Short but multiple development cycles

What if we can't use agile ?

Tacit

unde

rstan

ding o

f pro

blems/n

eeds

Problems/needs

Manufacturing

Learning to usein own practice

Requirements

engineering

Agile approach

Going

agile

Prod

uct/s

ervi

ce

The design phaseis merged withmanufacturing

Learning to use

in own practice

Requirementsengineering

Manufacturing Design

Problems/needs

Design specifications

Req

uire

men

ts s

peci

fica

tions

Prod

uct/s

ervi

ce

Traditional approach

Page 9: BPMDS'11

9 ahead of current thinking

Manning of business processes - traditional style

Knowledge on current needs/problems can be obtained by participants of the boundary processes who not normally participate in the development process

Shall we arrange additional processes for the to transfer knowledge?

Page 10: BPMDS'11

10 ahead of current thinking

Manning of business processes - cross-manning

Main characteristics

Multiple goals

Heterogeneous teams

Page 11: BPMDS'11

11 ahead of current thinking

Process support for cross-manning

• Focus on collaboration instead of optimization

• Support should be adjusted to the needs of particular team – the team itself should be responsible for designing the process it wants to use and be able to change it as needed

Page 12: BPMDS'11

12 ahead of current thinking

Focus on collaboration -Shared spaces architecture

Process shared space – a place in the “cloud” where each process participant goes to fetch information and place the results

Process map – the upper level of the shared space structure

Step form – the low level of details of one part of the shared space

Page 13: BPMDS'11

13 ahead of current thinking

Customized processes - agile development of business processes

A good business process support system is a model of the business process it supports

Each product embeds knowledge

Problems/needs

Learning to use

in own practice

Business processidentification and

modeling

Support system manufacturing

Support system design

Design specifications

Bus

ines

s pr

oces

s m

odel

s (m

aps)

Bus

ines

s pr

oces

s su

ppor

t sys

tem

Traditional approach

Problems/needs

Going

agile

Tacit

unde

rstan

ding o

f

proc

esse

s

Support system

manufacturing

Learning to usein own practice

Business process

identification

Agile approach

Bus

ines

s pr

oces

s su

ppor

t sys

tem

With agiletechnique and toolsyou can start here

A good regulator is a model of the system it regulatesA good solution is a model of the problem it solves A good key is a model of the lock it opens

Page 14: BPMDS'11

14 ahead of current thinking

Agile process development

What is needed to achieve it?

A tool (process cutting machine) – to make changes quickly

The tool should be understandable for the team creating the process – no complicated diagrams and rules

Page 15: BPMDS'11

15 ahead of current thinking

Thank you for your attention!

Ilia Bider, IbisSoft/Stockholm University

Email: [email protected]

Additional resources:

http://processplatsen.ibissoft.se/en/

http://processplatsen.ibissoft.se/en/node/27