discovering and modeling agile processes

Copyright Kemsley Design Ltd., 2007

Discovering and Modeling Agile Processes

Sandy KemsleyKemsley Design Ltd.www.column2.com


Process Discovery


Drivers for Process Improvement

Competitive pressure Quality management initiatives Regulatory compliance Enterprise architecture and SOA Corporate performance management


Think Process

How to start thinking about new processes:Customer touchpointsKey performance indicatorsProcess steps contributing to KPIs

Moving from a functional silo view to a business process view


Discovering Hidden Process Improvement Opportunities

Discovering the processes hiding in email and manual procedures

Moving from as-is analysis to to-be opportunities

Types of process improvementAutomationGeographicDisintermediation


Crowdsourcing process discovery

A social networking approach to process modeling

Involve more (business) people in modeling:Captures the wisdom of the crowdEncourages ownershipReduces resistance to change


Process Modeling and Design Patterns


Key Design Patterns

Process initiation Types of automated steps Types of human tasks Role of content Volume of work Process complexity


BPM and SOA

Service A Service B Service C

Service D Service E

LegacySystem

DatabaseERP

System

ProcessStep 1

ProcessStep 2

ProcessStep 3

ProcessStep 4


BPM and SOA together

BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPMSOA alone only allows you to design

and build a set of servicesBPM alone would require custom

coding for each system integration BPM + SOA orchestrates people and

services into a business process


SOA in process modeling

Discovering servicesWhat services already existWhether existing services meet the

needs Specifying services

What new services need to be createdWhat legacy functions need to be

wrapped in services


Simulation and optimization

Identify key performance indicators Estimate parameters:

ArrivalsTime per stepParticipantsCost per step

Run and compare scenarios


Simulation example


Modeling for ROI


Improve efficiencies

Automate manual work steps Directly integrate data between

systems Provide process monitoring and

control Automate process statistics gathering

and analysis


Cut out the middle man

Provide customer self-service to initiate processes

Provide process visibility to customer


Location, location, location

Share redundant processes between business units

Identify steps that can be completed in isolation

Automate escalation and handoffs Allow remote work


ROI: reduce costs

Reduce manual tasks Reduce error rates Allow customer self-service Reduce compliance costs Reduce time to implement changes Reduce functional redundancy Allow outsourcing


ROI: increase competitive advantage

Reduce time to market Reduce end-to-end cycle time Improve customer service Increase capacity Improve decision-making


Common ROI pitfalls

Increased capacity does not guarantee increased revenue

Cost reduction may require FTE reductions

Providing self-service does not guarantee that customers will use it

Remote work and outsourcing can have hidden costs


BPM, BR and BI


Business Rules and BPM

Key to agility in business processesRouting decisionsWork assignmentSet parameters

Changing rules without changing the process

Applying rules consistently in processes and other applications


Business Intelligence and BPM Key to visibility in business processes

Process monitoring and reporting Process analysis and optimization Predictive analytics

May contribute to process agility Trigger processes Automate steps based on prior decisions Suggest decision for human task


BPM + BR + BI

Self-learning decisions within processes:Process statistics captured with BIStatistics analyzed and fed back to

inform business rulesBusiness rules modify process

behavior BR + BI = decision management


Summary


What makes a process agile?

Business involvement in process discovery and modeling

Round trip: model-execute-optimize Minimal customization Business rules Services


Questions?

Sandy KemsleyKemsley Design Ltd.www.column2.com

discovering and modeling agile processes

Business

process modeling

process statistics

process agile

process visibility

business process view

process behavior br

reporting process analysis

business rules business