faculty of electrical engineering 1 business process management at czech technical university in...

Faculty of Electrical Engineering

1

Business Process Managementat Czech Technical University in Prague

Faculty of Information Technology

Pavel Náplava Robert Pergl

Lessons Learned

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Pavel NáplavaCTU FEE in PragueCentre for Knowledge ManagementSince 2009

• Information Management• Information Systems• Business Process

Management• Project Management• Business Analytics• Business Informatics• Applied Management• Clouds

Pavel Náplava and Robert Pergl 2

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Robert PerglCTU FIT in PragueCentre for Conceptual Modelling and ImplementationSince 2012

• Conceptual Modelling• Enterprise Engineering• Software Engineering• Theoretical Computer Science• Programming Paradigms• Software Development


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TRANSFORMATION REASONS


http://hs-ib.ism-online.org/



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PROBLEMS & SOLUTIONS

Lower budget Higher competition

Minimal costs Minimal redundancy Automation of processes Full-Cost model


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BUSINESS PROCESS MAGEMENT (BPM)

• Ministry of Education, Youth and Sports prepared basic framework for effective academic institutions based on Lean Methodology.• New BPM project with the following goals

1. Map and describe supporting processes2. Optimize supporting processes3. Present all processes to employess, students and public4. Reduce redundancies5. Automate selected processes6. Examine BPM in order to determine its usage for the university


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STORY #1FEE

Pavel Náplava and Robert Pergl

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PROCESS AS A SERVICE• Based on BPMN notation• Scenario of user actions• Group of all related processes

and information for doing an activity• Combination of AS-IS

and TO-BE state


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PROCESS PORTAL• Part of the faculty web• Can be used by employees,

teachers, students and public• Anyone can provide a

feedback• Anyone can make a new

proposal


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PRESENT STATE OF THE BPM PROJECT

• All Supporting processes are mapped• 300 Process maps• 150 Processes as a service

• Process portal is working• 3 Processes were selected

for the automation• Process models are used

for the faculty operations• Position of the centre is established

and strong• State of the project: SUCCESSFULPavel Náplava and Robert Pergl 10

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BPM PROJECT KEY SUCCESS FACTORS

1. ENVIRONMENT - understanding of an institution and its culture2. TEAM - creation of an experienced and acceptable team3. COMMUNICATION - building of communication channels and

continuous communication4. PRESENTATION - selection of the appropriate form of presentation

of results5. GOALS - definition of real, achievable and meaningful goals


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KEY SUCCESS FACTOR MATURITY MODEL

0 = nothing • New area for us

2 = basic • Having basic idea

4 = complex • Knowing nearly everything

about the area

5 = excellent • Having excellent knowledge

• Minimal sucess value = 2Pavel Náplava and Robert Pergl 12

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MATURITY MODEL DEVELOPMENT 2009-2010


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EXTERNAL COOPERATION

• West Bohemia Universityin Pilsen• Similar but unsuccessful project

• Faculty of Mechanical Engineering at CTU in Prague• Process portal

• ŠKODA PRAHA Invest• Commercial project

• New experiences & sourceof financing


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CONCLUSION• PROJECT HAS BEEN SUCCESSFUL• Reasons why the project was successful

1. Internal Center of Excellence2. Full responsibility for the project3. Combination of practical experiences and student’s flexibility4. Patience and tolerance of mistakes5. Not tightly defined goals at the beginning of the project6. Flexibility, appropriate communication, feedback, creativity, …

• Further steps:• Cooperation with the Rector’s Office• Preparation of the university information strategy• Mapping of selected main processes


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STORY #2FIT


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CONTEXT• FIT originated in 2009 by splitting the Dept. of Computer Science from

FEE.• “Everybody doing everything”.• Process mapping initiative similar to FEE 2010-2013.• However a different goal: automation ASAP.


BUSINESS PROCESS ORCHESTRATION

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BUSINESS PROCESS ORCHESTRATION


OPEN SOURCE SOLUTIONS INDUSTRIAL CUTTING EDGE

USER PORTAL

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OPEN SOURCE SOLUTIONS• Extensive evaluation -> Activity + Liferay• Currently 2 systems running:• Portal for cooperation with industry• Alumni portal

+ Free licences => can be offered to other universities+ Transparent, open architecture- Missing functionalities- Elaborate “explorative” development


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INDUSTRIAL CUTTING EDGE• IBM BPM• Currently 4 systems running + several more at FEE + projects for industry

• Bachelor’s and Master’s theses whole process• States exams administration• Ph.D. study agenda• Registration of external cooperators

+ Development process+ Functionality- License prices- Closed system, one hell of a complexity to configure and maintain


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USER PORTAL

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SUCCESS?• Possibly yes, all the systems serve their purposes well and are

successfully maintained and regularly upgraded.• Development cost fragment of commercial apps at the University.• However, not ideal.• Future way? Not sure yet.


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STORY #3FIT


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APPLYING DEMO FOR BPM• Experiment performed on DEMO Bachelor students: semester project• I.e. not a profi DEMO project (yet ;-)• Processes previously mapped in BPMN at FEE (Story #1):• Getting to essential models?• Improving quality of models?• + How well will the students perform? What will be easy form them and will

be hard?


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TASKS1. Divide the existing process description into ontological, infological

and datalogical parts.


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TASKS2. Elaborate basic DEMO models (OCD, PM, OFD)


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RESULTSThe students exhibited:• Better skills in precise formulations (better naming and expressions).• The ability to discern ontological, infological and datalogical levels and

their importance.• The essential model approx. 21% of the original model.Challenges faced:• Not able to reach the most essential and simple models.• Struggle with proper formulations of transaction products.• Struggle of abstracting actor roles from actors.


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RESULTSAt the general level, the study helped us considerably with formulating current shortcomings of our BPM analysis (Story #1):• There are confusions about distinguishing red, green and blue levels

in the original models -- for some activities, like report generation, it is not generally clarified to which level does it belong.• Negotiating about competences -- right now, process mapping is

sometimes blocked by petty discussions who will do what.• Improving BPMN models using DEMO analysis requires participation

of the stakeholders: e.g. sometimes it is necessary to clarify some concepts to decide about the ontological level.

DETAILS: CBI 2015Pavel Náplava and Robert Pergl 33

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CONTACTS

[email protected]@fit.cvut.cz http://czm.fel.cvut.czhttp://ccmi.fit.cvut.cz


mailto:[email protected]





http://czm.fel.cvut.cz/

http://czm.fel.cvut.cz/

http://ccmi.fit.cvut.cz/

http://ccmi.fit.cvut.cz/

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faculty of electrical engineering 1 business process management at czech technical university in...

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