INTRODUCTIONPertemuan 2

Matakuliah : M0734-Business Process ReengineringTahun : 2010

Process Foundation Phase

Process Foundation Phase :Why ?What ?How ?OutputsRisks

3

Why ?Ensuring the processes are aligned with :

Organization’s Objectives and Organization Strategy

The way the business is (or should be) performed in order to provide the products/services to customers

The IT architecture and applications

Related supporting processes

All relevant information are grouped together and available

Relevant decisions and high-level processes are presented in an easily understood manner

4

What ?Process guidelines are the translation of organization values to the process domain

Includes :Ownership of the processScope of the processSelection of a modeling methodSelection of a process modeling and management toolMethod of governance of the process

Process models are visual representations of high-level processes as well as the high-level links betweenprocesses

5

How ?

6

Step 1 : Strategy and Business Information

Overall Objectives and General Principles as specified in 1st Phase (Completed and Updated whenever appropriate)

• Products and Services• Customers• Pricing and Discounting• Partners (including Suppliers) and distribution

Relevant Business (Products and Services) and Organization Guidelines and Models

Helpful ways of obtaining information :• Listings of products, prices, customers and partners• Annual financial plans, marketing plans, major account plans and bugets• Rationale behind selection of products, prices, customers and partners• Visualizing the structures

7

Step 2 : Process Guidelines and Models

8

Step 3 : Obtain Relevant Information and Technology Principles and Models

Data Models

Main applications and related interfaces

Main Middleware

Main Platforms

Main Network

9

Step 4 : Consolidate and Validate it

Use the organization objectives and strategy as a starting point

Add all the various requirements and views of the stakeholders

Highlight the relationships and conflicts between these requirements

Discuss the conflicts, and find ways or alternatives of how to deal with these

Prioritize the requirements

Discuss process gaps and remaining conflicts

Prepare action plans to deal with the disconnects and conflicts (including escalation paths)

Present final findings to relevant management

Finalize Organization Relationship Map and obtain sign-off10

Step 4 : Consolidate and Validate it (Org. Rel. Map)

11

Step 5 : Communicate it

Displaying posters of the architecture models throughout the organization

Ensuring that all relevant organization charts use the architecture in their scoping and decision-making

Ensuring that projects use the architecture as a starting point

12

Step 6 : Apply it

“The ultimate test for any architecture is what themanagement decides to do in the case of aproject wanting to deviate from the agreedprocess architectural principles.”

13

Step 7 : Improve it

“A process architecture is never finished, it only gets better.”

The architecture can be further refined and expanded in the following ways :

14

Outputs

A documented and agreed processarchitecture A project start architecture An organization process view A list of end-to-end processes

15

RisksRisks Mitigation Strategy

Too much focus on IT Start with the organization objectives and strategy, and involve management and the business

Too detailed Start with the organization objectives and strategy, and work down to the generic principles

Not used Ensure that the architecture meets the requirements of the management and other stakeholders, and ‘sell’ the benefits to them

Too late Emphasize the importance of a dynamic and compact architecture rather than a meticulous architecture that is difficult to adjust

No Action, Talk Only Approach Architecture as a project, with a clear deliverable and deadline

16

Technology Foundation Phase

Technology Foundation Phase :Why ?What ?How ?OutputsRisks

17

Why ?Ensuring IT is ready and capable of supporting Business Process initiatives:

Existing legacy application can be externalized and service-enabled to support integrated business process management system

Integration is conducted in efficient and standardized manner to support agile and transparent business process execution

Enterprise Architecture and Blue Print support current business needs and extensible to anticipate future business needsRequired Tools and Technology is available as well as the skills and experience of IT personnel to develop and maintain themBusiness functionality (services) portfolio is in place to support cataloguing of business servicesData dictionary and transformation among enterprise application is clearly understood and canonical data model is in place

18

What ?

Looks complex ?Ineffective ?

Yet, sounds too familiar…

Recommended Architecture based on service Oriented Architecture :

19

What ?

Recommended Architecture based on Service Oriented Architecture :20

How ?

21

Step 1 : Architectural View and Blue Print

• Service Oriented Architecture• How Enterprise Architecture supports Business Process Management

initiatives?• How Business Process Management initiatives are aligned with

Organizational and Process Foundations?

Which Enterprise Architecture is selected ?

• Developer of the Middleware solution• Middleware solution may be one of the most important piece of

system within your IT infrastructure as it integrates business applications and runs and automates business processes

• Identify and form a project office to investigate and implementMiddleware solution within the organization

• Ensure the project team is equipped with sufficient knowledge, skillsand experience require to implement and develop the middlewaresolution

Identify key person/team for Middleware solution

22

Step 2 : Tools and Technology Establishment

• Engage and select vendor to provide middleware solution for yourorganization

• One provider or best-of-breed?• Technical background and availability of technical resources• Establishment and Identification of Business Rules Framework• How to connect to and mine the data source?

Identify Middleware Solution

• XML-based standard, e.g. WSDL, BPEL, etc.• Security Standard and Interoperability Standard• External B2B standard, e.g. eBXML, RosettaNet, etc.

Standards adopted for the organization

Identify stakeholders and maintenance team for the middleware implementation• Developer of the middleware solution• Maintenance of the middleware solution 23

Step 3 : Legacy System Identification and Analysis

• Which system is involved in the process flow?• How is it currently integrated?• Life span of the Legacy System• Integration options to service-enable legacy system• Technical background of the legacy system

Identify involved Legacy System

• Developer of the legacy system• Maintenance of the legacy system

Identify stakeholders and maintenance team of the legacy system ?

24

Step 4 : Canonical Data Model and Data Source Dictionary

• Which data is required in the process flow?• Structured data? Unstructured data?• Technical background of the data sources• How to connect to and mine the data sources?

Identify involved Data Sources

• Developer of the data sources, including required documentation ofthe data, e.g. ERD, DFD, etc.

• Maintenance of the data sources

Identify maintenance team of the data sources

• What data needs to be described in the integrated enterprise level?• How would the data be described? What standard will be used to

describe the data? Structure, data type, etc.• How can the data be integrated?• What transformation and integration rules need to be developed andapplied?• Technical background of the data sources

Canonical Data Model and Data Transformation Rule

25

Step 4 : Canonical Data Model and Data Source Dictionary

26

Step 5 : Initial Business Functionality (Services) Portfolio

• Identify and catalogue them• Consider using a mature service registry solution and adhering tostandards

Identify business functionality (services) from various facets of the system

• The person/team needs to be familiar with service cataloguingactivities and standards

Identify a person/team responsible in establishing and maintaining service catalogue

Enforce due-diligence in service cataloguing as you progress throughout the implementation• Enforce the IT to always report and adhere to service cataloguingpractices within the organization• Always keep service catalogue clear, concise, and up-to-date• This allows for easy finding and utilization of the services in theregistry 27

Outputs

IT Architectural View and Blue Print Establishment of required tools andtechnology Identification of existing relevant

legacy systems Canonical Data and Data Sources

Dictionary Initial Business Functionality (Service)

Portfolio Establishment of required technical

project team

28

RisksRisks Mitigation Strategy

Complicated Middleware solution

Opt for one vendor solution if best-of-breed is too complicated, make sure to read sufficient technical journals and obtain sufficient knowledge when selecting a solution. Consult experienced middleware consultant whenever possible

Standard and interface complexities

Focus on the required standards, evaluate popular and well-supported standards

Lack of technical skills and experience

Ensure proper training of technical team, provide sufficient time for the team to pick up their technical skills, focus on small PoCs, consider hiring an experienced middleware consultants

Insufficient documentation and knowledge base of legacy systems

Consider contacting the team that developed the system or perform enough code inspection to get sufficient information about the legacy system to externalize it

29