23/04/2009
BPMM4EP
Business ProcessManagement Methodology
for the European Parliament
23/04/2009 2
Objectives of the workshop
At the end of the workshop BPM:
You will be familiar with the concepts of the Business Process Management and the most important modelling methods used as part of business process optimization projects
You will understand the BPM methodology and conventions defined by/for the European Parliament
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Agenda
1. Business Process Management Key Principles
2. Business Process at the EP
3. BPMM4EP Methodology
a. Disciplines
b. Roles
c. Milestones
d. Documentation
4. BPMM4EP and Tools
5. BPMM4EP and Modelling conventions
6. BPMM4EP – What’s next?
23/04/2009
1. Business Process ManagementKey Principles
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What is a Business Process?
A business process is a collection of activities that has one or more "inputs" and generates one or more tangible results.
A business process is transversal: A business process is realized by at least 2 different
organizations/actors
A business process is triggered by at least one outside event and transforms inputs into outputs
Needs Fulfilled needsActivity
1Activity
2Activity
3Activity
n
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Business Process vs. Procedure: Illustration
Have guests for dinnerProcess:
Goshopping
Welcomeguests
ServedinnerSub-Processes: Cook
dinner
Cookdinner
Inputs:Ingredients
Outputs:Meal
Sub-Process: “Cook Dinner”
Procedure=
Recipe
Operating mode=
Instructions for oven’s use
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Business Process Management
Concept: Holistic approach of the business processes and enterprise
architecture for continuous optimization
Broadly speaking: Every methodology or tool that enables modeling, integrating,
monitoring, and optimizing business process flows
Architecture& Strategy
Design
Execution
MonitoringOptimisation
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What are the objectives of BPM?
Optimization: Make the processes that are core to your business run better
Productivity: Automate processes that bridge systems and people
Visibility into your organization So you can capitalize on opportunities
Leverage existing IT resources Integrating existing and new IT assets into business processes
Improved crisis response Put processes in place that reduce associated response times
Implementing best practices Create a knowledge base dealing with the loss of institutional
knowledge associated with the volume of retirees
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Your benefits
BusinessProcess
Management
Where can I finddocumented processes?
What are the core processeswithin my organization ?
How works the processes ?
Who is the process owner ?
Which are the applicationssupporting the processes ?
What are the inputs(document/ data) required
by the processes?
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Business Process Modelling
Activity of representing processes of an organization, so that the current process may be analyzed and improved: the current (“As-is") processes
the future (“To-be") processes
Business Process Modelling plays an important role in the Business Process Management (BPM) discipline.
Since both Business Process Modelling and Business Process Management share the same acronym (BPM),these activities are sometimes confused with each other.
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Business Process Analysis
Business Process Analysis (BPA) involves the following tasks:
Define the process boundaries (entry and exit points of the processoutputs)
Construct a process flow diagram (Business Process Modelling)
Determine the capacity of each step in the process (KPI)
Identify the bottleneck
Evaluate further limitations
Use the analysis to make operating decisions and to improve the process
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Example: loan processing
Receiveloan application
Checkcredit rating
Assesscollateral
Concludeloan agreement
Loan system
Collateral system
Loanprocessor 1
Loanprocessor 2
Collateral processor
Loanprocessor 1
Loanapplication
documentation Collateral
processing
documentation Loan
decision
Organizational breaks
Media breaks
Wait times
System breaks
Division of work
Superfluous processinterfaces?
BPA: What might be the weak points in a process?
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2. Business Process ManagementAt the European
Parliament
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Examples of BPM Project Types
IT project: Pre-project analysis (Needs study)
Application architecture mapping (CarAp)
Business knowledge base (BPM Central repository)
Business process optimization
Business process automation
SOA Implementation
…
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Application & System ViewData & Document ViewProcesses View
Ex. BPM and Development of a new application
Justify
List
Quantify
Create commonagreement
Justify
List
Quantify
Create commonagreement
Justify
List
Quantify
Create commonagreement
Justify
List
Quantify
Create commonagreement
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PMM4EP v3 and BPMM4EP : What’s new?
Integrated BPM Methodologywithin PMM4EP
Integrated BPM Methodologywithin PMM4EP
Roles clearly defined: Process Owner and Application OwnerRoles clearly defined: Process Owner and Application Owner
EP Business knowledge base: BPM Central repository
EP Business knowledge base: BPM Central repository
Quality validation process for BPM and CarAp diagrams
Quality validation process for BPM and CarAp diagrams
BPM Project Documentation: Templates for deliverables
BPM Project Documentation: Templates for deliverables
Release Management for diagramsRelease Management for diagrams
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Standard BPM Lifecycle
Architecture& Strategy
Design
Execution
MonitoringOptimisation
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PMM4EP v3 – IT Project Lifecycle
Definition
Needs StudyMilestone
ScopeMilestone
Feasibility Study
Pre-ProjectMilestone
Project Charter
Needs Study
Initial Risks Assessment
DefinitionMilestone
Project management documents
Project Plan
High-Level Schedule
High-Level Cost Esti.
Closure
ClosureMilestone
Project Review
Iteration #1Milestone
Iteration #2 to NMilestone
Project Dashboard
Detailed Schedule
Monitor and Control Project
AcceptanceReport
Pre-Project
Scope Statement
DevelopmentConception Deployment
Realisation
Functional Spec.
Functional Spec. (updated)
Functional Spec. (updated)
Technical Spec.
Technical Architecture
Tests Report
Operating Document
IT documents
Transfer of Knowledge
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BPMM4EP
BPMM4EP Methodology
Definition and standardization of an EP Business Process Management Methodology
Integration of the standard BPM lifecycle within PMM4EP v3
PMM4EP v3BPM
Standard Lifecycle
Pre-Project Definition Realisation Closure
Monitor and control project
Pre-Project Definition Realisation Closure
Monitor and control project
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BPM Project Lifecycle
Definition Closure
Monitor and Control Project
Pre-Project
RealisationBusinessProcess
Monitoring
“As-Is” Analysis“As-Is” Map. “To-Be” Dvl
BPMM4EP
Optimisation
For more information, see « Life cycle for BPM Projects » on ISP.net
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BPM and IT Projects Coordination (1/2)
BPM ProjectsLifecycle
BPM ProjectsLifecycle
IT ProjectsLifecycle
IT ProjectsLifecycle
IT ProjectsLifecycle
IT ProjectsLifecycle
…………
IT ProjectsLifecycle
IT ProjectsLifecycle
IT ProjectsLifecycle
IT ProjectsLifecycle
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Request for updating
« To-be » map in the
BPM central repository
Business Process Monitoring
BPM and IT Projects Coordination (2/2)
‘As-Is’ deliv. report
BPM Analysisreport
‘To-Be’ deliv. report
Implementation plan Needs
Study
DefinitionDefinition ClosureClosurePre-ProjectPre-Project
Realisation
“As-Is” Analysis“As-Is” Analysis“As-Is” Map.“As-Is” Map. “To-Be” Dvl“To-Be” Dvl
DefinitionDefinition ClosureClosurePre-ProjectPre-ProjectDevelopmentDevelopmentConceptionConception DeploymentDeployment
Realisation
BPM Projects Lifecycle
IT Projects Lifecycle
AcceptanceReport
Tests Report
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Detailed BPM Project Lifecycle
Definition
ScopeMilestone
Feasibility Study (cond.)
Pre-ProjectMilestone
Project Charter
Needs Study
Initial Risks Assessment
DefinitionMilestone
Project management documents
Project Plan (cond.)
High-Level Schedule
High-Level Cost Esti.
Closure
ClosureMilestone
Project Review
‘As-Is’ mapMilestone
‘To-Be’ dvl.Milestone
Project Dashboard
Detailed Schedule
Monitor and Control Project
Pre-Project
Scope Statement
“As-Is” Analysis“As-Is” Map. “To-Be” Dvl
Realisation
BPM documents
Pre-Project meeting pres.
High-Level“As-Is” map
Kick-off meeting pres.
‘As-Is’ deliv. report
“As-Is” map
BPM Analysisreport
‘To-Be’ deliv. report
Implementation plan
Accept. ReportValid. A+B+C
‘As-Is’ Analys.Milestone
(cond.) Conditional document
3. BPMM4EP
Methodology
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Project Management Methodology for EP v3.0http://www.ispnet.ep.parl.union.eu/ispnet/cms/preconisations/P_Methodologie
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BPMM4EP Components
Templates Guides
Procedures
Disciplines• Strategy BPM (Business Process
Management)• Business Process Modelling• Business Process Analysis (BPA)• Governance BPM
• MOA Project Owner• Process Coordinator• Process Owner• Key users
Roles
• « As-is » Map• « As-is » Analysis• « To-be » Development• Closure
• Pre-Project• Scope• Definition
Milestones
• MOE ProjectManager
• Process Analyst• BPM Designer
Exemples
Disciplines
Methodology
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Strategy, Modelling, Analysis, Governance
Roles
Methodology
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BPM Project Structure
Role within an ITproject team
Legend
Group within aproject team
Role within a BPMproject team
MOA ProjectOwner
Process Owner
MOA
Key User
ProcessCoordinator
Methodologysupport
MOE MOE ProjectManager
BPM Designer
Expert
Process Analyst
CoPiProject Team
A Unit ISMS
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BPM Project Structure- Example
MOE ProjectManager
ProcessCoordinator
BPM Designer1
BPM Designer2
ProcessOwner 1
ProcessOwner 2
ProcessOwner 3
Key user 1
Key user 2
Key user 3
Key user 4
Key user 5
Key user 6
(Project structure)
MOA ProjectOwner
ProcessAnalyst
Methodologysupport
Project Team
MOA MOE
BPMdesigners
team
CoPi
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BPMM4EP Profile competencies requirements
PMM4EP v3 knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
Validation Level
ARIS Access Rights
Business knowledge
1 2 3 4
1 2 3 4
1 2 3 4
1 2 3 4
1 2 3 4
A B C
None ExcellentGoodWeak
None ExcellentGoodWeak
None ExcellentGoodWeak
None ExcellentGoodWeak
None ExcellentGoodWeak
User Read AdministratorUser RWD
Business validation
QualityValidation
MOA Final Validation
1 2 3 4
None
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MOA Project Owner
Role: He has a detailed knowledge of the MOA environment because he forms part of the in-
house set-up. He is likely to have functional design experience, an in-depth knowledge of the subject area and a good grasp of IT development issues.
Tasks: Define requirements
Validate the project scope Validate the validation procedure for deliverables
Set up the MOA team and designate key users and process owners Give required and sufficient information to the MOE Final validation (C) of deliverables
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
Validation Level
ARIS Access Rights
Business knowledge2
2
2
4
1 1
C
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MOE BPM Project Manager
Role: A BPM project manager is a MOE project manager with BPM related preoccupations
Tasks: Bear the responsibility for his/her project Identify and plan all activities related to BPM modeling:
Define the functional scope of the project, considering the business map and database structure (for user access rights definition)
Identify the BPM designers and request necessary trainings Request preparation of modeling environment Plan and request execution of life cycle processes (for local administrator and process
coordinator/owner)
Request closure of project environment at end of project
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
n.a.Validation Level
ARIS Access Rights
Business knowledge3
3
3
2
2
2
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Process Coordinator
Role: To coordinate and administrate the various process activities at the business level
(Optional)
Tasks: Reconcile process representation First point of contact for the Process Analyst Validate deliverables at the business level (A) Analyse continuously the performance of key business processes with respect to defined
KPI (key performance indicators)
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
Validation Level
ARIS Access Rights
Business knowledge
2
2
2 2
3 4
A
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Process Owner
Role: The Process Owner validates the process of its own perimeter
Tasks: Bear the responsibility for the monitoring of his/her processes Bear the responsibility for the optimum design of his/her processes Apply the recommendations from the EP Validate deliverables at the business level (A)
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
Validation Level
ARIS Access Rights
Business knowledge
2
4
2
2
1
1
A
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Key User
Role: The employee in the specialist departments who executes the processes in business
operations
Tasks: Provide inputs for design and modifications to the processes Provide information to BPM designer Raise any questions with their process owner/process coordinator
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
n.a.Validation Level
ARIS Access Rights
Business knowledge2
1
1
1 1
4
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Process Analyst Role:
The process analyst coordinates the BPM designers team and supervises the process modelling activities
Tasks: Coach BPM designers and to ensure the quality of models with respect to EP modelling
conventions, using semantic checks Define requirements for developing tailored reports/ analyses/ semantic checks with the ARIS
Local Administrator Run reports Control process validation Update the model attribute “validation level” into ARIS Organize delivery of ARIS models Define process publication (ARIS Business Publisher) Provide input for Process coordinator/ Process Owner
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
n.a.Validation Level
ARIS Access Rights
Business knowledge4
3
3
3
2
2
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BPM Designer
Role: The BPM Designer creates and revises models together with the key user or the process
owner of the specialized department The BPM Designer can also be a key user or a process owner with modelling knowledge
Tasks: Be the functional interlocutor of the Process Owners Fulfil the project referential Provide/suggest to IMS any remark concerning the contents, the method for
improvement
Profile:
PMM4EP knowledge
BPMM4EP knowledge
BPM Tool (ARIS) knowledge
BPM knowledge
n.a.Validation Level
ARIS Access Rights
Business knowledge4
3
3
2
3
2
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Example - Role : Process Analyst
MilestonesMilestones
Methodology
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Milestone Pre-Project
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Milestone Scope
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Milestone Definition
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Milestone « As-is » Map
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Milestone « As-is » Analysis
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Milestone « To-be » Development
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Milestone Closure
23/04/2009 49
Validation process for deliverables
Design processes
Check content (informal validation)
-
-
Validation levelResponsible
Process Coordinator or Process owner
Key user
BPM designer or Key user
A - Business validation
B - Quality validation
C - Final validation
Activities
Validate business content
Validate compliancy with modelling rules
Validate deliverables
Methodology support (IMS)
MOA Project Owner
23/04/2009 50
Deliverables Acceptance Report
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Model attribute “validation level”
The process analyst is responsible for updating the « Validation level » attributes
23/04/2009 52
Closing Process for Project into ARIS DBARIS Project statusResponsible
In progress
Activities
Validate project review “MOA final acceptance”MOA Project Owner
Methodology support (IMS)
BPM project manager MOE
Submit request for project closing to the Methodology support team
Move ARIS project from “02.ProjectsBPM _ In progress ” to “04.Projects_Closed” Closed
Make available “As-is” deliverables within the ARIS central repository (optional, only on demand from the MOA Project Owner)
Methodology support (IMS)
Reusable (for central repository)
Publish “As-is” deliverables within ISP.net(optional, only on demand from the MOA
Project Owner)
Methodology support (IMS)
Authorized distribution
-
23/04/2009 53
Model attribute “Project closing” into ARIS
MethodologyDocumentation
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Available Documentation (1/2)
Via the BPM Project Lifecycle
Templates Guides Procedures Examples
23/04/2009 56
Available Documentation (2/2)
Via ISP.net, per domain:http://www.ispnet.ep.parl.union.eu/ispnet/cms/preconisations/methode-bpm
23/04/2009 57
Examples of deliverables
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Example of reports
23/04/2009 59
How to avoid any failure in your BPM project?
At the beginning of the project: Communicate objectives of your BPM project Clearly define scope and planning Identify process owners and key users Establish a validation procedure for deliverables (e.g. process models)
Throughout the project life: Communicate the results
4. BPMM4EP
Tools
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ARIS Design Platform v7.02 ARIS Business Designer – For all users ARIS Business Architect – For all administrators With UML Package
A training certificate for "ARIS Basic Training (ATS1)" and/or "Business Process Modeling with ARIS Business Designer (ABD)" is required for obtaining ARIS accessrights.
Authorized Tools
23/04/2009 62
EP Business Process Management approach
ProductsProducts(technology) (technology) ARIS Platform ARIS Platform
Approach Approach EP Business Process Management approachEP Business Process Management approach
Issues Issues
Documentmanagement
Documentmanagement
BusinessProcessAnalysis
andOptimization
BusinessProcessAnalysis
andOptimization
ApplicationdevelopmentApplication
developmentWorkflow
inter-institutionalWorkflow
inter-institutional
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ARIS (ARchitecture of Integrated Information Systems) Modelling method and modelling tool Proven, extensible methods for multiple areas of application Developed by Prof. Dr. Dr. h.c. mult. A.-W. Scheer
Dynamic publishing of process portals
Why ARIS Platform?
Organization
Processes Data Functions
Products/Services
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Login Wizard (1/2)1) Select “PE” database 1) Select “PE” database
2) Enter user name and password 2) Enter user name and password
Note: “User” and “Password” are the same as your Windows access
Note: “User” and “Password” are the same as your Windows access
Logging into an ARIS DB
23/04/2009 65
Login Wizard (2/2)
4) Select DB language :“English (United Kingdom)”4) Select DB language :“English (United Kingdom)”
Method Filter and Language
5) Finish launches ARIS Business Designer and opens the selected DB 5) Finish launches ARIS Business Designer and opens the selected DB
3) Select method filter:“European Parliament v3”3) Select method filter:“European Parliament v3”
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General User Settings
General user settings are made using “View -> Options “
General user settings are made using “View -> Options “
23/04/2009 67
Advanced Setting of Modelling Conventions
Settings in line with project conventions Settings in line with project conventions
Before modelling, the basic settings specified in the project conventions are made.
This ensures that project standards defined in the project preparation phase are used in the modelling.
23/04/2009 68
For New Models: Representation
The settings that influence the appearance of the new models are made under Representation.
Attention: No effect on existing models!
1) Select the format « Multi-line text » for attributes in symbol1) Select the format « Multi-line text » for attributes in symbol
2) Select the current template« European Parliament V3 »2) Select the current template« European Parliament V3 »
3) Click Ok and restart ARIS Business Designer3) Click Ok and restart ARIS Business Designer
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PE Database Organization
01. Central Repository: Read only, All models with MOA validation
04. Projects_Closed: Read only per project, All closed models
02. ProjectsBPM_In progress: Read/Write/Delete Access per project, One folder per project, All BPM and UML models in progress
03. ProjectsCarAp_In progress: Read/Write/Delete Access per project, One folder per project, All CarAp models in progress
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01. Central Repository
23/04/2009 71
02. Structure per project
Pre-Project
Definition
“As-Is” Map.
Realisation
“To-Be” Dvl
Realisation
BPM Project Life cycle
23/04/2009
5. BPMM4EP
Modelling Conventions
23/04/2009 73
Level Concept: Top-Down Method
Activity contextActivity context
High levelHigh levelprocesses processes
Detail levelDetail levelprocesses processes
Process Process map map
Level 1 Level 1
Level 2 Level 2
Level 3 Level 3
Level 4 Level 4
InventoryManagement
GoodsReceipt
Receive Shipping
Notification
SupplyManagement
The number of levels and their names are organization specific.
Process architecture
23/04/2009 74
Modelling: Presentation formats
Presentation as text Requests for leave are checked by the unit responsible in the RFL system. He
needs the employee data as an input.
Presentation in tables
Presentation in chartsC h e c k r e q u e s t
f o r le a v eR e q u e s t f o rle a ve d a t a
U n itR e p o ns ib le
R F La p p lic a t io n
23/04/2009 75
Functions create events Functions create events
Modelling: Functional information
Events trigger functionsEvents trigger functions
Request forleave received
Event
Check requestfor leave
Function
Request forleave checked
Event
Validaterequest for
training leave
Function
Validaterequest for
holidays
Function
Training leavevalidated
Event
Holidaysvalidated
Event
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Functions process data Functions process data
Modelling: Data information
Request forleave received
Check requestfor leave
Request forleave checked
Validaterequest for
training leave
Validaterequest for
holidays
Training leavevalidated
Holidaysvalidated
Data
Data
Data
Request forleave data
Employee data
Employee data
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Employees execute functions Employees execute functions
Modelling: Organizational information
Request forleave received
Check requestfor leave
Request forleave checked
Validaterequest for
training leave
Validaterequest for
holidays
Training leavevalidated
Holidaysvalidated
Request forleave data
Employee data
Employee data
UnitReponsiblePosition
HR employee
Position
HR employee
Position
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Employees belong to organizational units Employees belong to organizational units
Modelling: Organizational information
Request forleave received
Check reques tfor leave
Request forleave checked
Validaterequest for
training leave
Validaterequest for
holidays
Training leavevalidated
Holidaysvalidated
Request forleave data
Emp loyee data
Emp loyee data
UnitReponsible
HR employee
HR employee
HRdepartment
HRdepartment
Unit B
OrganizationalUnit
OrganizationalUnit
OrganizationalUnit
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Modelling creation: IT information
Request forleave received
Check requestfor leave
Request forleave checked
Validaterequest for
training leave
Validaterequest for
holidays
Training leavevalidated
Holidaysvalidated
Request forleave data
Employee data
Employee dataUnit
Reponsible
HR employee
HR employee
Request forLeave
application
Application system type
HRapplication
Application system type
HRapplication
Application system type
Functions call application systemsFunctions call application systems
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Reducing Complexity by Creating Views
Organizational view Organizational view
Data view Data view
Process Process view view
IT view IT view
EventEvent FunctionFunction
Org. unitOrg. unit PositionPosition
EventEvent FunctionFunction
DataData
ApplicatiApplication systemon system
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Enterprise Architecture
"The fundamental organization of an enterprise embodied in its different architectural descriptions, their relationships to each other and to the environment and the principles guiding its design andevolution" (Capgemini)
Perspective Level Sub-Level Process Organisational Business Motivation Data / Document Application / System
Business / Contextual PerspectiveWHY?
Level 0 -
Level 1Sub-level detail is
defined per project
Level 2Sub-level detail is
defined per project
Level 3Sub-level detail is
defined per project
?
Functional PerspectiveHOW?
Level 4Sub-level detail is
defined per project
? ?
Physical / Design PerspectiveWITH WHAT?
Level 5 - ? ?
View
Conceptual PerspectiveWHAT?
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Model types per view
Level Sub-Level Process Organisational Business Motivation Data / Document Application / System
Level 0
- Process/Function Map
Organizational Chart (High level)
Objective diagram,
Technical terms Model,IE Data Model,Information Carrier diagram
Application System Type diagram
Level 1
Sub-level detail is defined per project
VACD,Function TreeProcess Context (FAD)
Organizational Chart (Mid Level) Objective diagram
Technical terms Model,IE Data Model,Information Carrier diagram
Application System Type diagram
Level 2
Sub-level detail is defined per project
EPC,EPC column display,EPC row displayEPC table display Function Allocation Diagram
Organizational Chart,Knowledge Map
Objective diagram,KPI Allocation Diagram
IE Data Model,Access diagram
Level 3
Sub-level detail is defined per project
EPC,EPC column display,EPC row displayEPC table display Function Allocation Diagram
Organizational Chart,Knowledge Structure Diagram
Objective detail diagram,KPI Allocation Diagram
Screen DesignScreen Navigation
View / Model Type
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Customized elements within BPMM4EP
Model attributes Symbols Object attributes Connection attributes Which connection type between objects Object assignment towards model
23/04/2009
6. BPMM4EP
What’s next?
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Future Improvements
Release Cycle Management Quality indicators Modelling: Risk and Control View
23/04/2009 86
Assurance and Quality Controls
23/04/2009 87
CobiTCobiT
Framework Contract
SpecificcontractSpecificcontract
Master Service Handbook
• PMM4EPProject Management Methodology for EP
• BPMM4EPBusiness Process Management for EP
• CM4EPContract Management for EP
• WEM4EPWorkload Estimation for EP
Master Service Handbook
• PMM4EPProject Management Methodology for EP
• BPMM4EPBusiness Process Management for EP
• CM4EPContract Management for EP
• WEM4EPWorkload Estimation for EP
SpecificcontractSpecificcontractSpecific
contractSpecificcontract
Tools and Methods for EP
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CobiT v 4.1
Business Objectives
ITObjectives
ControlObjectives
Master Service Handbook
• PMM4EP• BPMM4EP• CM4EP• WEM4EP
Master Service Handbook
• PMM4EP• BPMM4EP• CM4EP• WEM4EP
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Our Activities
BPM Promotion – Workshop BPMM4EP BPM Methodology Support Quality Review - Validation Business Process Analysis BPM Central Repository maintenance CarAp Central Repository maintenance ARIS support and administration BPM market monitoring