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The Evolution of BPM Paul Harmon
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2005, Business Process Trends www.bptrends.com 1
The Evolution of Business
Process Management
Paul Harmon
Executive Editor
Business Process Trends
2005, Business Process Trends www.bptrends.com 2
Process Integration in Nineties
Sales
Department
Executive
Management
Horizonally Integrated Business ProcessThat Delivers A Specfic Product to a Targeted Group of
Customers
Strategy
Committee
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2005, Business Process Trends www.bptrends.com 3
Today: Horizontal & Vertical Alignment
Sales
Department
Executive
Management
Strategy
Committee
Vertically
Integrated
Measures,
Managers, and
Resources
Employees & IT Applications and
Infrastructure
Horizonally Integrated
ProcessesFrom Suppliers to Customers
2005, Business Process Trends www.bptrends.com 4
Why the Interest in Business Process?
Make the company more efficient andproductive by improving existingprocesses
Allow the company to shift goals or getinto new businesses by providing thecompany with the ability to quickly andefficiently create new business processes
Keep focused on customers
Automate where reasonable
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2005, Business Process Trends www.bptrends.com 5
Business Process Change Initiatives
Value
Chain
Customers
Markets
Suppliers
Resources
Application &Databases
Employees
Value ChainManager
Senior Executive
Employees Employees Employees Employees Employees
Application &Databases
Application &Databases
Application &Databases
Application &Databases
Application &Databases
Process Manager Process Manager Process Manager
Aligned
HR System
Aligned
IT Architecture
Process ComponentsERP System
Activity Based
Cost Accounting
BAM & DataWarehouse
Business Rules
Mang. System
Financial System
Business
Process
Architecture
Near Real-TimeMonitoring and
Control System
All Processes Managed by Enterprise BPM Systems
ManagementDashboard
ManagementDashboard
Processes Modeled and Optimized
Process
Management
System
2005, Business Process Trends www.bptrends.com 6
We Have Lots of Technologies to Use
Business Rule
Management Systems
SEI's CMM for IT
1980s 1990's 2000s
Management
Business
Process
Redesign
Information
Technology
Workflow
Software Modeling Tools and Methodologies
(CASE, UML, MDA)
Quality
Control Total QualityManagement
Porter's Value
Chains
Business Process
Reengineering
Rummler-Brache
Performance Improvement
Performance
Improvement
Activity Based
Costing
Six Sigma
Lean
BPM
EAI
Packaged Software
(ERP, CRM)
Balanced
Scorecard
SCOR VCOR
BPO
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2005, Business Process Trends www.bptrends.com 7
The BPTrends Pyramid
Strategy
Level
Business ProcessLevel
Specific Process
Value Chain
Plans
& Goals
ImplementationLevel
Process Automatedby IT Systems
Process Performedby Employees
Physical Plant and Hardware Used.
Process
Management and
Measurement
2005, Business Process Trends www.bptrends.com 8
Some of the Most Important Trends
1. BP Management System
2. BP Architecture
3. BP Process Analysis & Redesign Approach
4. Business Rules Management System
5. BP Automation (BPMS)
6. IT Components Aligned with BP
7. BP-based Enterprise Monitoring System
8. HR Support Aligned with BP
9. Significant BP Outsourcing
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2005, Business Process Trends www.bptrends.com 11
Coordinating the Management of Processes
CEO
Executive Committee
ProcessManagementTeam
DeliveryDepartment
ManufacturingDepartment
SalesDepartment
Customer
Process ArchitectureCommittee
Sales SupervisorManf.
SupervisorDelivery
Supervisor
Widget Value Chain
SalesProcess
DeliveryProcess
ManufacturingProcess
VP
Delivery
VP
Manufacturing
VP
SalesSVP Widget
Process
WidgetProcess
2005, Business Process Trends www.bptrends.com 12
2. BP Architecture
The key tool for process management
A high-level overview of the value chains andkey processes that make up the organization
An alignment of strategic goals, value chainsand key processes
A clear-cut way to monitor the performance ofthe value chains and processes (KPIs)
A BP Architecture is NOT an IT EA Architecture
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Too Many Independent Hierarchies
An Aligned Hierarchy
of Business Policies/
Rules
An Aligned Hierarchy
of Process Measures
An Aligned Hierarchy of
Job Responsibilities
An Aligned Hierarchy
of Organization Goals
2005, Business Process Trends www.bptrends.com 14
We Need to Integrate Our Hierarchies
An Aligned Hierarchy of
Business Policies/Rules
An Aligned Hierarchy of
Process Measures
An Aligned Hierarchy of
Job Responsibilities
An Aligned Hierarchy of
Organization Goals
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2005, Business Process Trends www.bptrends.com 15
BP Operation Reference Frameworks
A OR Framework is a template for a BP
Architecture
The Supply Chain CouncilsSCOR Framework
The TeleManagement ForumseTOM/NGOSS Framework
Hewlett Packards Framework Suite
The VCOR Initiative
2005, Business Process Trends www.bptrends.com 16
SCOR MODEL: Level 1
Supply
Chain
DeliverMakeSource
Plan
Return
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The Level 1 SCOR Notation
S1 M1 D1 S1
S1 D1 S1M1 D1
Key OtherRM Suppliers
EuropeanRM Supplier
RM
SuppliersALPHA
Alpha
Regional
Warehouse
Customer
DR1 SR1 DR1 SR1
SR3DR3
P1
P2
P3
P4
P1
P2
P3
P4
P1
P2 P4
S2 M2
DR1
D2
SR1
S2
2005, Business Process Trends www.bptrends.com 18
SCORs Level 1 Scorecard
Performance
AttributePerformance Attribute Definition Level 1 M etric
Supply Chain DeliveryReliability
The performance of the supply chain indelivering: the correct product, to the correctplace, at the correct time, in the correctcondition and packaging, in the correctquantity, with the correct documentation, tothe correct customer.
Delivery Performance
Fill Rates
Perfect Order Fulfillment
Supply ChainResponsiveness
The velocity at which a supply chain providesproducts to the customer.
Order Fulfillment Lead Times
Supply ChainFlexibility
The agility of a supply chain in responding tomarketplace changes to gain or maintaincompetitive advantage.
Supply Chain Response Time
Production Flexibility
Supply Chain CostsThe costs associated with operating thesupply chain.
Cost of Goods Sold
Total Supply Chain ManagementCosts
Value-Added Productivity
Warranty / Returns ProcessingCosts
Supply Chain AssetManagementEfficiency
The effectiveness of an organization inmanaging assets to support demandsatisfaction. This includes the managementof all assets: fixed and working capital.
Cash-to-Cash Cycle Time
Inventory Days of Supply
Asset Turns
CustomerFacingAttributes
InternalFacingAttributes
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2005, Business Process Trends www.bptrends.com 19
SCOR Benchmarks Provide Instant ROI
50%
$30M Revenue
$30M Indirect Cost
35 days
97 days
0%
63%
Supply Chain SCORcard Industry Benchmarks
Ov erv iew Met rics SCOR Lev el 1 Met rics Actual Pari ty Adv antage Superi or Value f rom Improv ements
Delivery Performanceto Commit Date
85% 90% 95%
Fill Rates 94% 96% 98%
EXTERNAL
Supply ChainReliability
Perfect OrderFulfillment
80% 85% 90%
Order FulfillmentLead Times
7 days 5 days 3 days
Flexibility
Responsiveness
Production Flexibility 30 days 25 days 20 days
Total SCMManagement Cost
19% 13% 8% 3%
INTERNAL
Cost Warranty Cost NA NA NA NA NA
Value Added EmployeeProductivity
NA $156K $306K $460K NA
Inventory Days ofSupply
119 days 55 days 38 days 22 days NA
AssetsCash-to-Cash Cycle
Time 196 days 80 days 46 days 28 days
Net Asset Turns(Working Capital)
2.2 turns 8 turns 12 turns 19 turns NA
Supply ChainResponse Time
82 days 55 days 13 days
45 days
$7 M Capital Charge
Key enabler to cost andasset improvements
$30M Revenue
2005, Business Process Trends www.bptrends.com 20
3. BP Process Analysis & Redesign
New processes need to be designed
Inefficient or ineffective processes need tobe redesigned
Processes that work need to be improved
The entire effort needs to be coordinatedwith methodologies, software tools, and arepository
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The Types of BP Methodologies
Strategyand Goals
Specific
Activity
Strategy
Level
BusinessProcess
Level
Business Process
Implementation
Level
Physical Plant and Hardware Used.
BP Architecture
BP Analysis
& Redesign
Organization
Performance
Management andMeasurement Issues
Involved in theImplementation of BPM
solutions.
Mangement and
Measurement Issues
Involved Establishing
Strategy and Goals
Mangement and
Measurement IssuesInvolved in
Executing Actual
Business Processes
and Activities
Human ResourceArchitecture IT Architecture
Data
Architecture
Application
Architecture
Network
Architecture
ApplicationDesigns
and Code
Database
Designs and
DataManagement
Systems
TechnologyArchitecture
Hardware Architecture
Job
Design
Activity
Measurement
Plan
Activity
Management
Plan
Job Aids,Training
Programs,
Knowledge
ManagementSystem
Activity/Performance
MonitoringSystem
Plans, Budgets,Hiring, Resource
Allocation,
Feedback,
Consequences
Human-IT
InterfaceModel
Screensand
Reports
Logical
Level
Physical
LevelIT Focused BP
Change
Methodologies
Narrow
Focused BP
Change
Methodologies
Broad Based
BP Change
Methodologies
2005, Business Process Trends www.bptrends.com 22
BP Methodologies
Broad BP Change Methodologies Process Renewal Methodology (PRG)
Rummler Methodology (PDL)
xBML Methodology (Business Genetics)
More Focused Process Change Methodologies Balanced Scorecard
Six Sigma DMAIC
Proteus Business Rules Methodology (BR Solutions) ARIS Methodology (IDS Scheer)
IT Automation Methodologies UREP Methodology (Rational/IBM)
IDEF Methodology
Martin Oulds RIVA Methodology
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2005, Business Process Trends www.bptrends.com 23
Six Sigma and BPM
3. Analyze 4. Improve 5. Control2. Measure
ImplementMeasurement Document andMaintainPlanProject IdentifyMeasures Analyze Data
1. Define
1. Define project2. Identify customerrequirements3. Documentprocess4. Set goal
1. Identify Measures2. Define measures3. Develop & testdata collectionmethods4. Define baselinemeasures
1. Analyze date2. Explore possiblecauses and testhypothesises3. Identify causes
1. Select a soluton2. Pilot test solution3. Implement full scalesolution
1. Document andkeep score of results
1-2 wks.
1-2 wks.
2 wks.
4-8 wks
ongoing
-1-2-3 +1 +2 +3
68.26%
95.46%
99.73%
0.13%
0.13%
mean
34.13%
13.06%2.14%
2005, Business Process Trends www.bptrends.com 24
An Aside: BPM Software Product Space
BPM Suites
Modeling Capability
+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine
+ Application Components
BP
Languages
EAI Tools
Process
Simulation
Tools
BI and Data Warehouse
Products
Universal
BP Repository
Database capable ofstoring information
from all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
Statistics
Tools
Graphics
Tools
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BP
Modeling
ToolsModeling Capability
+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
XML DSLs andBPEL, BPML
Software Development
Suites
Application Servers
WorkflowTools
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2005, Business Process Trends www.bptrends.com 25
BP Architecture, Modeling & Simulation Tools
BPM Suites
Modeling Capability+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine
+ Application Components
BP
Languages
EAI Tools
Process
Simulation
Tools
BI and Data Warehouse
Products
Universal
BP Repository
Database capable ofstoring information
from all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
Statistics
Tools
Graphics
Tools
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BPModeling
ToolsModeling Capability
+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
XML DSLs andBPEL, BPML
Software Development
Suites
Application Servers
Workflow
Tools
2005, Business Process Trends www.bptrends.com 26
Business Process Modeling Tools
Include architecture, process modelingand simulation capabilities
Are holding their own against BPM Suitesthat also include modeling capabilities
Are popular with managers and redesignteams
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Some BP Architecture, Modeling & Simulation Tools
CACIs SIMPROCESS
Holocentrics Holocentric IDS Scheers ARIS iGrafxs iGrafx Process MEGA Internationals MEGA Mi Services Mi SCOR Popkin Softwares System Architect Proformas ProVision ProModels Process Simulator
xBPM Innovations xBPL 2005 Modeling Suite
2005, Business Process Trends www.bptrends.com 28
4. Business Rule Management Tools
BPM Suites
Modeling Capability+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine
+ Application Components
BP
Languages
EAI Tools
Process
Simulation
Tools
BI and Data Warehouse
Products
Universal
BP Repository
Database capable ofstoring information
from all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
Statistics
Tools
Graphics
Tools
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BP
Modeling
ToolsModeling Capability
+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
XML DSLs andBPEL, BPML
Software Development
Suites
Application Servers
WorkflowTools
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Business Rules Management
Goal: Abstracting business rules from policy
manuals, software, and from training programsand saving them in a repository so they can besystematically managed
The effort needs to be aligned with businessprocess efforts
OMG Business Rule Standards
Business Rules Community
www.brcommunity.com
Business Rule Management Vendors
2005, Business Process Trends www.bptrends.com 30
5. BP Automation: BPM Systems
The idea of using software to manageprocesses in something close to real time
New and confusing
Most companies are just exploring the
idea and it will evolve rapidly over thecourse of the next 2-3 years
There are no clear winners yet: Mostcompanies are yet sure how theyll usethis technology
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2005, Business Process Trends www.bptrends.com 31
What Is a BPM Suite?
A B EDC
Software Tool That Displays a Graphical View of a ProcessLogicalDescription of
the Process
PhysicalImplementation
of the Process
SoftwareComponent
B
SoftwareComponent
C
EnterpriseApplicationModule D
EnterpriseApplicationModule E
Software Tool (Engine)That Manages Links
Between Diagram andImpelementation
BPMS
Engine
2005, Business Process Trends www.bptrends.com 32
The Key is Controlling the Business Process
A B E
D
C
Software Tool That Displays a Graphical View of a Process
Logical Description of the Process
Physical
Implementation
of the Process
SoftwareComponent
C
SoftwareComponent
B
EnterpriseApplicationModule E
Software Tool(Engine) That
Manages LinksBetween Diagram
and Impelementation
BPMS Engine
EnterpriseApplicationModule D
User
Interface
Business AnalystInterface
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BPM Suites
BPM Suites
Modeling Capability+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine
+ Application Components
BP
Languages
EAI Tools
Process
Simulation
Tools
BI and Data Warehouse
Products
Universal
BP Repository
Database capable ofstoring information
from all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
Statistics
Tools
Graphics
Tools
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BPModeling
ToolsModeling Capability
+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
XML DSLs andBPEL, BPML
Software Development
Suites
Application Servers
Workflow
Tools
2005, Business Process Trends www.bptrends.com 34
A BPM Continuum
LanguagesBPM
ServersTools/Utilities
BPMSuites
BPM Suites+Frameworks
Complete BPMApplications
Vendors who
sell languages,like BPEL orJava
Vendors who
sell BPM serverplatforms
Vendors who sell
stand alone toolsor utilities.
Vendors who
sell BPMSuites
Vendors whosell BPM
Suites withframeworks or
templates
Vendors who
sell completeBPM systemsor applications.
Languages provide the maximumflexibility and require the most workto get to a complete BPM system.These products are invariably usedby IT developers
Applications provide the minimumflexibility and require the lest workto get to a complete BPM system.
These products can be used bybusiness users.
BP Modeling Vendors
BAM MonitoringVendors
Business Rule Mang.System Vendors
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A Layer Diagram of the BPM Space
Language/PlatformJ2EE
BPM Server
(Engines)
BPM Suite
BPM System or Applications
BP KnowledgeFrameworks
BPMS Application
Rules forSpecific
Processes
Models forSpecific
Processes
SoftwareComponents or
Modules
User Interfacesto Support
SpecificProcesses
An application that implements aprocess that can be examinedand changed dynamically.
ProcessModeling Tool
BPM Engine(Software)
XMLBPEL
BPM Engine(employees)
Business RuleEngine
ProcessMonitoring
Tools (BAM)
SoftwareRequirements
Tool
User InterfaceTools
BPM SUITE
BPM Tools/Utilities
ProcessMeasures for
SpecificProcesses
Eclipse
2005, Business Process Trends www.bptrends.com 36
Some BPM Suite Vendors
Appians Appian Process Engine
Ascentns AgilePoint BPMS
B2B Internets XicoBPM
Chordiants Straight Through Service Processing
CommerceQuests TRAXION Enterprise BPM Suite
Eg Solutions eg Work Manager
Filenets Filenet Business Process Manager PegaSystems PegaRULES Process Commander
TIBCOs TIBCO Staffware Process Suite
Ultimus Ultimus BPM Suite
IBMs WebSphere Business Integration suite
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2005, Business Process Trends www.bptrends.com 37
BPEL and BPMN
Being embraced rather than understood
BPEL is currently only a variation on EAI
Maybe a BPEL+ can support bothemployee and IT activities, but that is inthe future
BPMN is a nice notation that hasnt gotmuch traction yet; ultimately its an
extension of UMLs Activity Diagrams
2005, Business Process Trends www.bptrends.com 38
Petri Nets and Pi Calculus
There are groups meeting to sort out theunderlying basis for process automation
There will be meetings on this in 2005
They will probably get passed up by the
vendors and user companies who willselect more pragmatic solutions
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6. IT Components Aligned with BP
Ultimately BPM relies on software
components They will need to be developed or
changed as processes change
Thus, BPM needs a clean link to SoftwareDevelopment technologies
UML, MDA, and components
2005, Business Process Trends www.bptrends.com 40
The OMGs Model Driven Architecture
Code
Computation-Independent Model
(CIM)
Platform-SpecificModel(PSM)
Platform-Independent Model
(PIM)
Created by Business
Analysts to Describe
Business
Created by Architect/
Designer to Describe
Archtiecture
Created by Developer or Testerto Implement Solution
CIM >> PIMMapping
PIM >> PSMMapping
PSM >> CodeMapping
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2005, Business Process Trends www.bptrends.com 41
The OMGs BP Metamodels
UML 2.0Various
BP ToolsBPMN
J2EEVarious
BP ToolsBPEL
Business Process Definition MetamodelOntology
MetamodelBusiness Rules
Metamodel
XMI
MOF
Meta Object
Facility
2005, Business Process Trends www.bptrends.com 42
A BP Repository and MDA
BPM Suites
Modeling Capability
+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine+ ApplicationComponents
BP
Languages
EAI Tools
Workflow
Tools
Process
Simulation
Tools
Application Servers
BI and Data Warehouse
Products
Universal
BP
RepositoryDatabase capable of
storing informationfrom all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
StatisticsTools
GraphicsTools
Can Create Diagrams.No Repository.
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BP
Modeling
Tools
Modeling Capability+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
Used to Support 6 SigmaProjects
XML DSLs andBPEL, BPML
Software DevelopmentSuites
Adaptive
IBM
BEA
Oracle
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7. BP-Based Enterprise Monitoring Systems
BPM Suites
Modeling Capability+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine
+ Application Components
BP
Languages
EAI Tools
Process
Simulation
Tools
BI and Data Warehouse
Products
Universal
BP Repository
Database capable ofstoring information
from all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
Statistics
Tools
Graphics
Tools
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BPModeling
ToolsModeling Capability
+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
XML DSLs andBPEL, BPML
Software Development
Suites
Application Servers
Workflow
Tools
2005, Business Process Trends www.bptrends.com 44
BP-Based Enterprise Monitoring Systems
Everyone seems to think its part of BPMSystems
Its important to discriminate betweenmonitoring a specific process and providinginformation for senior managers
Business Performance Management,BAM, BI and Data Warehouses
The BPM Forum
IBM/OASIS Events Standard
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Process Monitoring vs. Value Chain Monitoring
CEO
VP Line Mang
Manager
Staff Manager
ProcessSupervisor
Databasefor Appl.
DataOtherDatabases
DataWarehouse
BI
Application
Business Process orActivity - Execution
Monitor & ControlPlan & Staff
1
Application thatautomates part of
activity
4GL SystemCreates Inventory
Report
2
2
Strategy Level
Process Level
Activity andImplementation
Levels
Filtered &Summarized
Information
Value ChainLevel
4
4
3
3
2005, Business Process Trends www.bptrends.com 46
BPM Applications
BPM Suites
Modeling Capability+ BPM Engine
BPM
Applications
Modeling Capability+ BPM Engine
+ Application Components
BP
Languages
EAI Tools
Process
Simulation
Tools
BI and Data Warehouse
Products
Universal
BP Repository
Database capable ofstoring information
from all the BP tools.
Organization
Modeling Tools
Business ProcessArchitecture Tools
Packaged/
Enterprise
Application
Suites
Statistics
Tools
Graphics
Tools
Tool for creating, storingand using business rules.
Business Rule
Management Tools
BP
Modeling
ToolsModeling Capability
+ Repository
Modeling Capability +Ability to Monitor Runtime Process+
Dashboard Capability
BP
Monitoring
Tools
XML DSLs andBPEL, BPML
Software Development
Suites
Application Servers
WorkflowTools
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Packaged Applications vs. BPM Apps
Traditional Packaged Applications are difficult to
understand or to change BPM applications will incorporate Process
Models and BPM Enginbe based to make themeasier to manage and change
Packaged application vendors will attempt totransition to BPM (SAPs NetWeaver)
BPM Suite vendors will evolve into BPMapplication vendors
This is a very important part of BPM that has
hardly begun
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8. HR Support Aligned with BP
BPM Suites will place more importance onanalyzing employee activities and aligningthem with business processes
Aligning Knowledge Management withprocesses
Aligning employee incentives andfeedback with processes
Aligning training with processes
www.ispi.org
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The ISPI Human Performance Model
ExpenseReports
Updated ExpenseReport Ledger
Consequences
Feedback
Activity Support
4. Consequences
Feedback
Activity:Enter Expense
Reports
Process Defined
activitymeasures
Activity Specifications
Skill, Knowledge & Capability
*
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9. Business Process Outsourcing
We are going to create more decentralizedorganizations, using outsourcing
The key is managing BPO is to have agood BP architecture and to manage withprocess-oriented techniques
BPO vendors will become majoradvocates and consumers of BPM
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Some of the Most Important Trends
1. BP Management System
2. BP Architecture 3. BP Process Analysis & Redesign Approach
4. Business Rules Management System
5. BP Automation (BPMS)
6. IT Components Aligned with BP
7. BP-based Enterprise Monitoring System
8. HR Support Aligned with BP
9. Significant BP Outsourcing
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SUMMARY
The challenge is the management of businessprocess change
We have too many technologies and not enoughfocus on why we should do BPM in the firstplace
We manage processes to improve corporateperformance
Companies need to set goals, develop astrategy, and then create a BP organization thatcan organize and coordinate their BPMresources
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For More Information
www.bptrends.com
The most comprehensive source ofinformation and analysis on trends,directions and best practices in BusinessProcess Management