why use different models to automate processes and decisions

Why use different models to automate processes and decisions

How digitization can transform an organization's processes and decisions to break monoliths, orchestrate microservices, and deliver faster, better, and cheaper value to service users.

Maurício Bitencourt, CBPP

Lima, November 16, 2019

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Download the presentation slides

https://mauriciobitencourt.com/eventos/bpm-day-lima-2019/

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Algorithms

“The 21st century will be dominated by algorithms.

The algorithm is arguably the most important concept in our world. ”

Yuval Noah Harari

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Processes and decisions are the algorithms of organizations.

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21st century

DATAISM ALGORITHMS

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From monolith to microservices

Service Oriented Architecture

Event-oriented thinking

Monolith

Positive Registration

Proposal issuance

Account debit

Contract Issue

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From monolith to microservices

Arquitetura Orientada a ServiçosMonolito

Cadastropositivo

Emissão da proposta

Débito em conta

Emissão do contrato

Scalability, Simplicity, Encapsulation, Coupling,

Synchronous and Asynchronous Messaging,

Orchestration, Choreography, Unblocking

Nature, Onboarding Devs, ...

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A good user experience

Proposal

Appro

val

Formalization

Use the language and framework of your choice

Provide the best user experience

Simple, fast, beautiful and receptive

User Experience Product

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End-to-end process

Workflow engine for human tasks

Analytical capabilities for continuous improvement

Microservices orchestration

Troubleshooting in the context of the BPMN diagram

Processes and Decisions

Prospect customer

From campaign to credit proposal

Review proposal

Approve Credit

Formalize Credit

Repay the credit

Monitor credit

Recover credit

From request to grant credit

From granting to credit settlement

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UX, Orchestration and Integrations

Positive Registration

Proposal issuance

Account debit

Contract Issue

Processes and Decisions

User Experience

Microservices and RPA

Prospect customer

From campaign to credit proposal

Review proposal

Approve Credit

Formalize Credit

Repay the credit

Monitor credit

Recover credit

From request to grant credit

From granting to credit settlement

Product

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BPMN como contexto de execução

Positive Registration

Proposal issuance

Account debit

Contract Issue

Product

Processes and Decisions

User Experience

Microservices and RPA

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Operation and monitoring

Positive Registration

Proposal issuance

Account debit

Contract Issue

Event BusCamunda

Zeebe

CockpitOperator

CamundaOptimize

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Heat Map Analysis

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Heat Map Analysis

Most of the processes

inefficiencies are in business

rule-based decisions.

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Discretionary decisions

● They allow subjective appreciation and

valuation of facts (value judgment)

● Administrative merit (convenience and

opportunity)

● When the law brings vague or

undetermined conceptsExample:

Allow an event in town for specific

data

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Linked decisions

● Do not allow subjective appreciation

● You can only do what the law or

procedure dictates

● All requirements of competence,

purpose, form, reason and objectExample:

License to operate or build

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Linked decisions

● Do not allow subjective appreciation.

● You can only do what the law or

procedure dictates.

● All requirements of competence,

purpose, form, reason and object.Example:

License to operate or build

Quick wins through predictable and

repeatable (robotic) work automation.

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Administrative Act

DiscretionaryAdaptive case modeling and

automation are best suited for discretionary administrative

action, producing a foundation of behaviors and standards for

establishing new processes and decisions.

LinkedBusiness rule-based

modeling and decision automation is perfect

for producing scalability and accuracyof linked administrative act without judgment.

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Operational Decisions

Tactical Decisions

Strategic Decisions

Decisions at all levels

Daily, high volume,

low impact

Low volume, high impact

Management and control,

intermediate impact

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Operational Decisions

Tactical Decisions

Strategic Decisions

Linked decisions are the majority

Daily, high volume,

low impact

Low volume, high impact

Management and control,

intermediate impact

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Data Driven Decisions

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Data Driven DecisionsMost organizations are still here (BI, DW, ...)

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Data Driven DecisionsNo science fiction technologies required

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Impact of decision automation

Ensure Compliance

Transparency and anti-corruption laws compliance

Reduce vulnerabilities and uncertainties

Ensure compliance with rules and service levels

Avoid penalties for non-compliance

Agility to implement new requirements

Regulatory Increase

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Impact of decision automation

Digital Transformation

Ensure Compliance Smarter Decisions

Transparency and anti-corruption laws compliance

Reduce vulnerabilities and uncertainties

Ensure compliance with rules and service levels

Avoid penalties for non-compliance

Agility to implement new requirements

Execute large volumes of operational decisions

Increase awareness and results

Reduce time and value stream paperwork

Capture and correlate complex events

Combine with analytics and machine learning

Regulatory Increase

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Impact of decision automation

Digital Transformation

Ensure Compliance Smarter Decisions

Transparency and anti-corruption laws compliance

Reduce vulnerabilities and uncertainties

Ensure compliance with rules and service levels

Avoid penalties for non-compliance

Agility to implement new requirements

Execute large volumes of operational decisions

Increase awareness and results

Reduce time and value stream paperwork

Capture and correlate complex events

Combine with analytics and machine learning

A SINGLE SOURCE OF TRUTH IN THE ORGANIZATION

Regulatory Increase

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Decision Modeling

“Decision modeling extracts complex business logic from software systems and allows internal business experts to manage the logic in a central repository.

Most important, the logic in decision models is expressed in business-friendly (not technical) terms

that are defined by business people and linked behind-the-scenes by technical people to actual

data sources.”

How decision modeling can make for better government https://fcw.com/Articles/2015/09/23/Levy-decision-modeling.aspx?p=1

https://www.linkedin.com/pulse/como-modelagem-de-decis%C3%B5es-pode-fazer-um-governo-melhor-antonio-plais/

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Translation of linked decisions

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Embrace complexity with DMN

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Business rules are the lines

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Blocked value stream!

Linked decision treated as discretionary

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Digitization of linked decisions

Automated linked decision with DMN

Linked decision treated as discretionary

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Predictable and repetitive tasks

Decision on the human task

Exclusive Deviation

Work List Result

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Predictable and repetitive tasks

Decision on the human task

Exclusive Deviation

Work list result

Automated decision

Exclusive Deviation

Instant result

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Predictable and repetitive tasks

Decision on the human task

Exclusive Deviation

Work list result

Automated decision

Exclusive Deviation

Instant result

“Proud of what you stopped doing.”Claudio Zini, President of Pormade in an interview with Arthur Igreja at AAA Inovação.

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Predictable and repetitive tasks

Decision on the human task

Exclusive Deviation

Work list result

Automated decision

Exclusive Deviation

Instant result

The automation of processes and decisions

provides the “absence of suffering”.

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Simulation

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DMN from modeling to execution

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Decision Test Scenarios

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Decision table integration

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Executed decision instances

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Frequency of Changes

Equipe de atuação

U Input Output

Prazo de ligação e vistoria

Tipo de vistoria

Nome da

equipe Prazo geral

1

<10 “normal”

“equipe-de-emergencia

”prazoVistoria+ prazoLigacao

2>=10 “normal”

“equipe-padrão”

prazoVistoria+ prazoLigacao

3>=10 “reprovação”

“equipe-padrão”

prazoVistoria + prazoLigacao + 3

Equipe de atuação

U Input Output

Prazo de ligação e vistoria

Tipo de vistoria

Nome da

equipe Prazo geral

1

<10 “normal”

“equipe-de-emergencia

”prazoVistoria+ prazoLigacao

2>=10 “normal”

“equipe-padrão”

prazoVistoria+ prazoLigacao

3>=10 “reprovação”

“equipe-padrão”

prazoVistoria + prazoLigacao + 3

Business Process Rule Structure(Columns)

Rules(Rows)

Development Effort &Change Management

Infrequently(Months or Years)

Simple ChangesLive Editing possible

Frequently(Weeks or Months)

Adaptaded from Open Source Workflows, Business Rules and Case Management live and in action by Bernd Rücker - https://www.youtube.com/watch?v=x9ceAoZt8xw

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DevOps with continuous deliveries

Equipe de atuação

U Input Output

Prazo de ligação e vistoria

Tipo de vistoria

Nome da

equipe Prazo geral

1

<10 “normal”

“equipe-de-emergencia

”prazoVistoria+ prazoLigacao

2>=10 “normal”

“equipe-padrão”

prazoVistoria+ prazoLigacao

3>=10 “reprovação”

“equipe-padrão”

prazoVistoria + prazoLigacao + 3

Equipe de atuação

U Input Output

Prazo de ligação e vistoria

Tipo de vistoria

Nome da

equipe Prazo geral

1

<10 “normal”

“equipe-de-emergencia

”prazoVistoria+ prazoLigacao

2>=10 “normal”

“equipe-padrão”

prazoVistoria+ prazoLigacao

3>=10 “reprovação”

“equipe-padrão”

prazoVistoria + prazoLigacao + 3

Business Process Rule Structure(Columns)

Rules(Rows)

Development Effort &Change Management

Infrequently(Months or Years)

Simple ChangesLive Editing possible

Frequently(Weeks or Months)

Adaptaded from Open Source Workflows, Business Rules and Case Management live and in action by Bernd Rücker - https://www.youtube.com/watch?v=x9ceAoZt8xw

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Dev OpsDeveloper Friendly

Workflow

DevOps, Continuous

Integration and

Continuous Delivery

(CI/CD), Product

Owner (PO)

Squads, MVP, Lean

Inception, Product

View, User Stories,

Personas, Acceptance

Criteria

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Thank you.