Preparing for the Process Revolution

8/6/2019 Preparing for the Process Revolution

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PROCESS ENGINEERING AND ENTERPRISE ARCHITECTURE

Howard Smith

CTO CSC EMEA

co-chair BPMI.org

Preparing for theprocess revolution

Agility throughprocesses using e3

June 2002


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CSC Proprietary June 2002 2

Breaking news!

BPML 1.0 has been released!

Semantic superset of BPML 0.5, MS XLANG, IBM WSFL

BPMI.org and WfMC are collaborating!

WfMC to adopt BPMN

BPMI to adopt wf-xml for development of BPQL


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Assumptions

You know your business and understand agility

Everyone needs a messaging backbone

Until we have ubiquitous integration standards, someof us will continue to use EAI

Modern workflow products are effective

Workflow and EAI is a powerful combination BPMMiddleware

Web services are long over due

So whats new?


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Business Process Management, Workflow and EAI

Workflow in stack of EAI

Workflow in stack of B2BI

Workflow in enterprise architecture

Application vendors looking to BPM middleware, while buildingout BPMS

Invention of BPML, BPMS

Customer

Confusion

Customer

Confusion


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CRM

Provisioning Network Resource Mgt

Network elements

Marconi/ Cisco network

Human Resources

Financial Accounting

Middleware

Tuxedoand

WebLogic

Mediation

XaCCT

Usage

Trouble

TicketingIOB

Web Portal Content

Management

Procurement

Order Management,

Rating and Billing

Decision Support

Network Fault

Management

Network Perf.

Management

176 business processes

A total of 127 third party components

409 bespoke screens in place of 6000 COTS screens

seven month project time-scale

three parallel projects: -BSS -OSS -ERP/CRM 9 proof of concepts up to 160 CSC and supplier personnel

UK broadbandtelecommunicationsoperator, employing

200 people andproviding leading

edge managedservices to wholesale

and corporatecustomers.Their

network of 350,000fibre km runs

alongside 3,500 km ofcanal networks. Their

parent companyMarconi Plc set

Easynet the objectiveof becoming a stand-

alone business, no

longer reliant onMarconi IT systems.

e3 Case study 1998

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Old definition of processes

Work that was partially done before the person got tired and left

Work that is waiting for a telephone call from a customer

Work that has to be processed at a specific time

Work that has to be transferred to a different person, because theperson who did the first part got sick or quit before completingthe task



Evolution of workflowCharlie Plesums, WfMC Not just

supportingpeople work

Not justsupportingpeople work

Routing work horizontally between resources, including systemsand machines

Routing work vertically, controlling steps that will be performedalong the process, such as invoking an automated service

Data moved between processes, so integration with enterpriseapplications

Workflow pushing into domain occupied by EAI



Escalating process-related customer requirementsis driving a search for new tools

IT companies spending 20-30% of IT budget on integration

End users assume computer systems should be interoperable

Systems integrators expected to do more for less $

Integration projects extend into value chain

Hundreds of enterprise applications in use, despite ERP



Process requirements

End user control of delivered

processes Extreme levels of process

customisation and adaptation

Continuous processimprovement, optimisation andtuning

Improvement extends to allprocesses, not just departments

Focus on challenging, dynamic,

extended core processes No distinction between human

work and computer work

Incremental process automation

Emphasis on manageability, not

just automation End to end, no isolated pockets of

process or application

Enterprise architecture, notpiecemeal integration

Joined up thinking, processdesign reflects customer drivenstrategy

Top down deployment, eradicate

and avoid IT constraints Long lived, value chain wide,

transactional, multi-participant,dynamic, business processes



The Next Fifty Years?



The Next Fifty YearsThere is something wrong with IT,something dreadfully wrong. For the

past fifty years computers havebeen data machines recording theafter-the-fact results of businessactivity.

Companies are stuck in this data-centric world of IT where there's anever growing disconnect betweenthe business and the technology it

deploys.

Because the data-centric paradigmof IT won't take us past where we

are today, we must break it!mkpress.com



Terminology

Business Process Management Initiative (BPMI.org)

Business Process Management System (BPMS)

Business Process Modelling Language (BPML)

Business Process Modelling Notation (BPMN) Business Process Query Language (BPQL)

Web Services Choreography Interface (WSCI)

Unification of data, procedure and interaction, not just in theform of a new system, but an innovation in computer science



Two Key Industry Trends

Business processes

very differentEssentially the same

but simpler and more interoperable

Web Services BPMS

Data, Procedure, Interaction

(Complex, non-interoperable)

Data, Procedure, Interaction

(Complex, non-interoperable)



The Big Picture - BPMSProcess Aware

Applications

Legacy

(operational

Systems)

Web services

Standards &

wrappersNew

capability

BPMS

Connectors Projectors

Web services

Legacy



An analogy from past success

Visicalc gave business people direct manipulation of familiarrows and columns of data, and the ability to conduct what-ifanalyses to optimise results

Shift from hierarchical to relational data

Demands for data management, aggregation and analysis

Growth in significance of business data previously embedded inand tied to applications structure and business logic

Opportunity to create new applications (e.g. ERP)


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Value is delivered to the enterprise through newcapabilities and applications built upon them

Platform

Applications

Mainframe

MRP

Operating System

ERP, CRM, SCM

Web Services

EPM, BPC, BPO


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Four viewpoints on BPM

Processes driving service composition and orchestration

Process manufacturing, process as first class entity

Process data, BPMS

Process aware applications, BPQL


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Trends in Business Platform

I run my businessBy managingmy processesBy managingmy processes

On this

mainframe

On this

mainframe Using ERPUsing ERP

Distributed processes

does not necessarily

imply distributed

computing!

Distributed processes

does not necessarily

imply distributed

computing!On this

database

On thisdatabase

On theInternetOn theInternet

Sharingdata

(RDBMS)

Sharingfunctions

(Web Services)

Sharingprocesses

(BPMS)

Data centricarchitecture

Distributedcomputing

Process centricarchitecture


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Source Ron Brown

Decreasing the turning circle of IT

ActualBusiness

Processes

Business

Processes

Delivered

by IT

Alignment

Process management


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Process equivalence using BPML and BPMN

Process discovery

Process re-engineering

EquivalenceDesired

Actual

IT


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Traditional Process Mapping

Pluses

Generates lots of diagrams Easy to use tools for business

users

Well documented business

processes Ability to conceive and plan

end to end processes

IT assisted in understandingthe business

Collaborative tools canfacilitate organisationallearning

Minuses

No generation of executablecode

No path to implementation

Same diagram meaning

different things Different diagrams meaning

the same thing

Some tools locked tomethodology

Risk of business losingpatience

Repository full of out of datediagrams


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Case 2

Urgent need to refresh of processes for next phase of growth

Business user involvement in process design seen as critical IT fail to translate processes accurately into new systems

Business loses interest in process mapping

IT decide the tool and method is at fault

IT ask business to re-map processes, business refuses

Options

Senior management to kick start the process? Go back to more traditional methods of requirements capture?

In the meantime, diagrams collected are already out of date

dead in the water


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Traditional EAI, B2BI BPM middleware

Minuses

Partial generation ofexecutable code

Constrained by proprietarymiddleware & no standardarchitecture

Restricted to technical users Poor support for end user task

mgt

No visibility of the actualbusiness processes

Requires buy in to anarchitectural vision set by themiddleware

Processes may get locked inthe integration strategy

Pluses

Powerful tools for softwareengineers, helps them managethe complexity of the systemsthey built

Off-the-shelf connectivity tostandard IT systems

Option to defer BPM decision


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Case 3

Global company feels encumbered by legacy systems

Business collaboration blocked due to lack of integration No consistent enterprise architecture after years of point to point

solutions

IT looks to IT solutions

Requirements drawn up for integration

Business view largely around processes

IT view largely around EAI

Long winded EAI package selection

Within 6 months following EAI deployment, the business isdemanding processes that EAI cannot deliver


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Case 4

Manufacturer buys EAI on the back of a new application

development project (EAI is bundled with the new package) IT realises EAI can be used for other purposes

Point to point EAI projects pop up all over the business at pointsof pain

EAI support costs start to escalate

No business owner for the EAI hub

Point to point interfaces fall into disrepair

EAI became the new legacy


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Learning from the past: E F Codd

Large data banks must be protected from having to know how the data

is organised in the machine (the internal representation) Activities of users and most application programs should remain

unaffected when the internal representation of data is changed

Changes in data representation will often be needed as' a result of

changes in query, update, and report traffic and natural growth in thetypes of stored information

A model based on n-ary relations, a normal form for data baserelations, and the concept of a universal data sub language are

introduced Three of the principal kinds of data dependencies which still need to be

removed from existing systems: ordering dependence, indexingdependence, and access path dependence


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Processes have unique characteristics

Business processes, computer networks, cellular telephonynetworks, air traffic control networks and distributed computingenvironments

Systems whose participants communicate, interact, interrupt oneanother and change their structure

Systems that grow, shrink, morph, merge and split

Systems whose participants change their relationships and movethrough the environment

Mobile structure, focus on the interaction


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Different technologies have different First Classcitizens

Relational database Table, Procedure

Java Programming Object, Component

Workflow Management Document, Resource

Enterprise Application Integration Application Programming Interface

BPM Process


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BPML has a mathematical foundation

Electronic engineers respect the differential calculus

Database engineers respect the relational data model

Process engineers respect the Pi-Calculus

Formal process systems can be trusted

just like you trust your RDBMS

Formal process systems can be used for programming


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Measuring the value

Process design to production time Process design to production cost

Process automation level

Process lifecycle continuity Process value chain coverage

Process transactionality level

Process customisation level

Process completion time

Total cost of process ownership


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e3 Case studies 2003

Global Logistics Company wanting to design corporate processes topdown and manufacture localised variants (Process Customisation) to

avoid duplication among business units National Communications Operator needs to respond to market

opportunities or products announced by competitors by radicallyreducing time to introduce new tariffs (Process Design to ProductionCost) from weeks (or months) to days

Global Bank trying to understand why proprietary BPM middleware is notgiving them the end to end process management they seek (ProcessManagement)

IT Services Firm discovering that workflow engines insufficient to meetchallenges of Business Process Outsourcing Operational Environment

(Process Value Chain and Automation Coverage) Global Telecommunications Company and Global Financial Services

Company disappointed that Process Mapping failed to provide efficientProcess Design to Deployment (Process Semantics, Process Path toImplementation)


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Summary

Need for an improved process lifecycle management Discovery, design, deployment, execution, operations, optimisation

Its flow charts! - Thank goodness.

I understand this :-)

A CSC customer


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www.fairdene.com/processes

www.bpmi.org


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Contact details

CSC e3Ron Brown

Technical Director, CSC Consulting & Systems Integration UK

[email protected]

+44 (0)7711 455478

BPMI.org

Howard SmithCTO, CSC EMEA

[email protected]

+44 (0)1252 363945


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Questions

Documents

Preparing for the Process Revolution