bpm issue patterns for business process design takashi kobayashi senshu university, japan
TRANSCRIPT
Self-introduction
Academic
- B.E & M.E.: Waseda Univ. in 1980 & 1982
- Ph.D: Osaka Univ. in 1999
Professional
- Hitachi, Ltd. (Researcher and Consultant from 1982 to 2003)
- Senshu Univ. (Associate Prof. and Full Prof. from 2003 to now)
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 2
Career
Self-introduction
Business Process Design
- BSC (Balanced Score Card), LAP (Language/Action Perspective), Patterns
Business Process Modeling
- LAP, UML
Discrete Event Control
- Petri Nets
Requirements Analysis
- Volere, Use case
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 3
Research Interests
Difficulties in Business Process Design
Business becomes more complex, and IT becomes more sophisticated.
Users know only business.
System engineers know only IT.
Most projects start from the narrow shared knowledge.
A lot of projects encounter difficulties in the process improvement.
We can not guarantee the quality of the process improvement.
There are no means to assess the validity of the needs of users.
Other companies’ cases are difficult to reuse, because of high individuality.
Requirements depend on the system engineer’s personal ability and experience.
4All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Knowledge of Users
Knowledge of SE
Difficulties in Business Process Design
To deal with these difficulties, pattern approach is powerful.
It is conventional means in the software engineering.
Architecture pattern, analysis pattern, design pattern, and implementation pattern.
We apply pattern approach to the process improvement.
5All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Business Process Design Procedure
(2) Investigate as-is process
(5) Design to-be process
(1) Define goals for target process
IssuesProblems
Step1 Goal Breaking Down
Step2 Business Process
Improvement
Step3 Business Process
Description
(3) Analyze problems
(4) Think out solutions
6All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Solutions
Upper Design Process
Lower Design Process
Pattern Approach in Lower Design Process
Visual process language developed by OMG, based on Petri Nets.
Basic flow control pattern – AND-Split/Join, XOR-Split/Join, OR-Split/Join, and Differed choice.
Event handling patterns, such as trigger by message arrival and timer.
Similar approaches are YAWL by TU/e and BPEL by OASIS.
Good for system requirements or operation design, but insufficient for process improvement.
BPMN (Business Process Model and Notation)
7All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Pattern Approach in Upper Design Process
Visual chart developed by Alexander Osterwalder and Prof. Yves Pigneur
Model five business model patterns – Unbundling, Long Tail, Multi-Sided Platforms, FREE, and Open Business.
Similar approaches are 22 patterns of business models by Adrian Slywotzky and white space strategy by Mark W. Johnson.
Incomplete because problems and solutions are various and difficult to reuse.
Business Model Canvas
8All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Business Process Design Procedure (reproduced)
(2) Investigate as-is process
(5) Design to-be process
(1) Define goals for target process
IssuesProblems
Step1 Goal Breaking Down
Step2 Business Process
Improvement
Step3 Business Process
Description
(3) Analyze problems
(4) Think out solutions
9All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Solutions
Upper Design Process
Lower Design Process
Focus on Issues
Solutions are also various because problems are solved on current organization and
equipment of each company.
Problems are various because management strategy,
customers, partners, employees etc. are different for each
company.
10All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Focus on Issues
Issues are root causes obtained by analyzing the causal
relationship between problems.
11All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Issues are basic architectures to think out the concrete
solutions.
Therefore, issues are more general than problems and solutions.
Our Approach
We classify issues using the framework consisting of
- Process phase: state of process
- Process type: feature of process
And develop the issue patterns for each class.
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 12
Process type
Process phase
Process Phase (Basic Conversation Model)
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 13
Agree
Satisfied
Decline to accept
Counteroffer
Report completion
Request
Performance Preparation
Negotiation
Acceptance
Based on Language/Action Perspective
Process Phase (Basic Conversation Model)
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 14
Based on Language/Action Perspective
Set up Takashi’s Computer
EnvironmentTakashi Erick
Request the work.
OK, I will try.
OK, I have done.
Thank you.
Plan to install ProM and access to printer.
Explain requirements and consider methods.
Check Takashi’s computer.
Struggle to set up Takashi’s computer.
Preparation Phase Negotiation Phase
Performance PhaseAcceptance Phase
Process Phase (Commitment Network)
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 15
Top-level conversation
Top-level conversationTop-level customer Top-level performer
Preparation ph.
conversation
Preparation ph.
conversation
Customer (Prep.) Performer (Prep.)
Negotiation ph.
Conversation (1)
Negotiation ph.
Conversation (1)
Customer (Nego. 1) Performer (Nego. 1)
Negotiation ph.
Conversation (2)
Negotiation ph.
Conversation (2)
Customer (Nego. 2) Performer (Nego. 2)
Performance ph.
Conversation (1)
Performance ph.
Conversation (1)
Customer (Perf. 1) Performer (Perf. 1)
Performance ph.
Conversation (2)
Performance ph.
Conversation (2)
Customer (Perf. 2) Performer (Perf. 2)
Performance ph.
Conversation (3)
Performance ph.
Conversation (3)
Customer (Perf. 3) Performer (Perf. 3)
Acceptance ph.
Conversation
Acceptance ph.
Conversation
Customer (Acce.) Performer (Acce.)
Primary loop
Secondary loop
Secondary loop
Secondary loopSecondary loop
Based on Language/Action Perspective
Trust and Efficiency
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 17
Preparation Negotiation
Acceptance PerformanceEfficiency
Trust
Process Type
Classify the business processes into three types by KPI (Key Performance Indicator):
- Innovation
- Operation management
- Customer management
KPIs are typical issues in the enterprise. So we can use KPIs as issue patterns.
Identify customers
Satisfy customers
Innovation Operation management
Customer management
18All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Based on Balanced Score Card
Process Type
19All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Customer managemen
t
Customer managemen
tCustomer Enterprise (Sales)
InnovationInnovationEnterprise Marketing/R&D
Operation managemen
t
Operation managemen
t
Enterprise Production/Sourcing
Identify opportu-nities
Identify opportu-nities
Acquire customers
Acquire customers
Grow customers
Grow customers
Produce products/s
ervices
Produce products/s
ervices
Manage the
Portfolio
Manage the
Portfolio
Design and
develop
Design and
developLaunchLaunch
Select customers
Select customers
Distribute to
customers
Distribute to
customers
Retain customers
Retain customers
Manage risk
Manage risk
Develop supplier relations
Develop supplier relations
20All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Issue Patterns Based on Process TypeCustomer management type
21All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Issue Patterns Based on Process TypeOperation management type
22All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Issue Patterns Based on Process TypeInnovation type
Case Study - credit card issue process -
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 23
Case Study - upper level of credit card issue process -
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 24
Evaluation
In results by applying issue patterns, 19 issues are acquired, and 13 issues are trust issues and 6 issues are efficiency issues.
In results by traditional method, 6 issues are acquired, and all are efficiency issues.
Traditional method misses trust issues because the stakeholders notice the immediate problem, but do not notice the external problems.
We can confirm that the issue patterns have the power to avoid missing the issues to be clarified in the business process improvement.
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 25
Conclusion
1. We proposed the issue patterns, which are the knowledge base of the typical issues to be solved in the business process improvement.
2. We adopted a language/action perspective as the framework of the process phase issue patterns, and a balance score card as the framework of the process type issue patterns.
3. We applied the proposed method to the case study of the credit card issue process, and confirmed the effect.
4. In future, we will enhance the issue patterns to link to KPIs, and automate clarifying problems and issues.
26All Rights Reserved, Copyright © 2013, Takashi Kobayashi
Research Theme in TU/e
Goal
- Contribution to Wil
- Basis of my future research
Theme
1.Process Discovery in LAP
• Discover LAP BP model from log & case data.
Log data LAP BP model
Case data
2.Managerial Problem Finding
• Suggest how to use log & case data based on Issue patterns
BP model Issue patterns Log & Case data
Phase & Type to be collected
All Rights Reserved, Copyright © 2013, Takashi Kobayashi 27