Author Services 2.0 Hybrid Cloud BPM IBM InterConnect 2017 HBK-6040

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1 Author Services 2.0 Hybrid Cloud BPM IBM InterConnect 2017 HBK-6040 Macharla Rao Director Integration/API Mgmt & BPM Matt Hejnas Architecture Manager Cedrus

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11 Business Problem / Author Services 1.0 What is Author Services? An interactive portal for authors and editors to work with a journal or article from acceptance through licensing and publishing, a core operation of Wiley A major revenue generating source for Wiley business, helping to accomplish critical business needs. Wiley s home for 540,000 distinguished authors (Professors/Researchers/Leaders) Author Services 1.0 As-Was State Non-Standards based solution, acquired by Wiley Poor business visibility of the state of an article Difficult to support and modify, limiting business agility Author Services 2.0 To-Be State Standards based distributed solution with high level of agility, scalability and visibility Leverages cloud and other Wiley systems, including MDM, user directory and BPM BPM Utilized to deliver stateful, high transparency process and enable the business to understand and continuously improve the solution. 11

12 WILEY BPM Journey. November 2014 BPMS Product Selection June August 2015 Simple Process Implementation Major BPMS Project AS2.0 12

13 Author Services 2.0 Wiley Parallel Challenges A global effort of more than 20 different teams involved across Wiley Wiley s first major cloud application A major DevOps deployment, which is a cornerstone of our new Technology organization A very complex application utilizing 60% of components in AWS utilizing more than 65 AWS products 13

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15 Why BPM for Author Services? Authors, Editors and Administrators need to interact with each other and in a structured manner, but users interact with the system at different times. Websites are not very well suited for this kind asynchronous human interaction. Business events, such as the submission of an article must also interact with this process and automatically update the process state. This may start processes or allow them to progress to new steps. Users may need to have notifications pushed to them in order to get them to come to the website and take expected actions. This kind of timed interaction requires a complicated time tracking/event system. The structure of this process must be well defined and agreed upon with the business. From modelling (BlueworksLive) through development and into production, the process model does not change. It is difficult to predict in advance user behavior in complex processes. By gathering statistics about how long certain process elements take, a better understanding of users will be gathered, allowing Wiley to adjust the process Process improvements can be seamlessly applied, including updates to in-flight processes. 15

16 Author Services 2.0 Solution Highlights Amazon Web Services hosted JavaScript frontend integrated with various systems, including BPM hosted on premises by Wiley 17 Business Processes, ranging from Human-centric (License signing, License Upload) Human-optional (OnlineOpen Ordering Process) Straight Through (Article Change Management) Strong focus on business visibility of product status Inbound and outbound event handling to allow processes to instantly react to changing business conditions. Dynamic, business defined schedules for reminders or escalations based on process context 16

17 Author Services 2.0 Solution Highlights (Cotd.) Very High Throughput concurrent users worldwide > 500 Thousand active users > 8 Million potential users > 1 Million process instances in the first 80 days of production Tens of thousands of notifications sent to users per day On average 30,000 product update events processed daily, each of which may influence, start, or interrupt various other processes Demanding Availability SLAs Global user base demands 99.7% uptime, with very little planned downtime allowed 17

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19 Article Post-Acceptance BPM Process System Initiated BPM starts this automatically, according to the product reaching accepted status in master data. Grand Orchestration Process is responsible for making sure that related users are registered, inviting them if necessary, following up and starting other processes as appropriate Provides a top-level view of the exact status of an article in real-time to the business, with the ability to drill down into linked subprocesses for finer detail. 19

20 License Signing BPM Process System initiated New article event May follow Invitation Process Single user Only Contributing Author has tasks Dynamically scheduled reminder notifications BPM will retrieve the schedule for follow up s before creating tasks Links to order process For certain licenses, order must immediately follow license signing/selection 20

21 OnlineOpen Ordering BPM Process System Or User Initiated BPM can start this in the case of a license being signed for an OO license. The user can start this if they choose to order publishing. Multi-User (but usually system-only) Corresponding Author and Administrator can interact with the process if they choose, but often will not and BPM will simply orchestrate the order through the backend systems. Process Exception Notifications BPM will request input from user upon exceptions encountered, such as an order failing validation or payment failure. 21

22 OnlineOpen Ordering Overall Process BPM is one component of a larger solution BPM allows for stateful execution of items that a synchronous system cannot handle Provides a clear, real-time view on process status to the business 22

23 Lessons Learned Process Definition Ownership Must be by Business Author Services 2.0 adopted BPM as a technical tool instead of a larger methodology, leaving the technical team to interpret existing requirements into business process models, with business signoff. This allowed gaps in understanding, resulting in the need for subsequent enhancements. Production Data Quality Must Be Understood and Considered in Design Problems in data quality not observed or considered in lower (QA/UAT) environments caused issues in production due to BPM using more structured, stricter business logic. This resulted in few adverse customer interactions. The BPM team has worked with the business to isolate these issues, and search for similar data problems, allowing them to be cleaned up, improving data quality overall. Non-Functional Requirements Must be Specific and Provided With High Confidence Non-functional requirements, especially throughput estimates were not well defined and had a high margin of error. This resulted in higher than expected resource usage than sizing estimates had predicted. Some components if implemented differently (ex. BPMN vs BPEL) would have allowed for higher performance. Some STP (Straight Through Processing) like processes are implemented in BPMN STP processes implemented in BPMN utilize system resources (CPU, memory, DB etc.) heavily thus impacting overall performance Operational Visibility Need to increase aggregate process visibility; Business wants to see aggregate process performance issues more easily, in real time Implement dashboards and make use of Capabilities to improve the BAM capabilities Governance both at program level and technical SDLC level Right team sizing 23

24 Solution Outlook Continuous Process Improvement The BPM solution provides much greater visibility into understanding of how BAU really operates, identifying areas for process improvement Solution enhancements are being identified and prioritized into planned deployments, allowing for constant improvement of the solution, while not disturbing existing in fight processes. Re-engineering of Un-optimized Components Due to unanticipated throughput, some components will be moved within the BPM stack to match production observations Integration Into Solution-Wide ELK Logging System For problem resolution, we are integrating our custom LogBack logging system with ELK (Kibana). Planned Integration Into Higher Level Business Processes Ongoing upstream BPM work is being designed to incorporate Author Services 2.0 into a greater business process, taking an article from the very beginning (editorial manuscript) through onto a published article. Migration to BPM (From 8.5.6) 24

25 Q & A 25 22/03/2017 Copyright ILOG, Internal Inc., All Rights Reserved 25