Business Process Management 2010

Transcription

1 Business Process Management 2010 Ing. Federico Senese WebSphere Technical Specialist IBM Southwest Europe

2 About me: Federico Senese Joined IBM in 2000 after earning an University degree in Electronic Engineering [ ] - Worked as technical specialist supporting IBM software product Application and Integration middleware product [2006 present date] Helping clients implement new business solutions based on best-practices for Business Process Management 2

3 Agenda BPM 2010: trends and emerging patterns BPM project experiences in Italy IBM BPM product portfolio 3

4 CIOs confirm the dynamic business process priority CIOs expect process improvement demand to increase 16% Decreasing 0% 40% Staying the same 44% Rising; Business units need help to automate and improve business processes 50% 100% Demand for IT to improve processes during the downturn 2009 InformationWeek Survey Process improvement is the #1 business priority 2010 Gartner CIO Study 4

5 Improving Business Processes: #1 Priority for CIO in 2010 and for Four Years in a Row!! 5

6 BPM: Why does it matter to Line of Business? Support Activities C Firm Infrastructure Human Resource Management B Technology Development A Procurement Inbound Logistics 1 Operations 2 Outbound Logistics 4 Sales 5 Marketing 6 Service 7 Primary Activities 3 Source: Porter (1985) - Competitive Advantage: Creating and Sustaining Superior Performance. 6

7 BPM: Why does it matter to IT? Users Manager Employee Director UI engine Business Process Choreography BPM Engine Services to expose data and functions IT resources and Human Activities 7 Enterprise Service Bus Business Services (Check balance, Check credit) Web app Backend Application Custom Application Human Activities Existing Applications and Platforms Business Activity Monitoring Presentation

8 Business Process types: some examples Automated, Straight Through Processing Coordinated, Scheduled Content Intensive (Payments, Trade Settlement) (Integrated Supply-Chain, Case Management) (Paper processes, Account Origination, Claims) Structured High 8 Activities Information Unstructured Compliance Non-Deterministic, Event-Driven Collaborative, Artful (Automated Records & Process Management ) (Fraud Detection, Merchandising) (Contract Negotiation, Collateral Creation) Predefined process structure (Flows) Fully automated process Low People Mix of human interaction with automation Process flexibility Process automation Ad hoc collaboration (Tasks) Exclusively human interaction based process High 8 Low

9 Emerging BPM Patterns A way to group BPM capabilities and their associated value Are not mutually exclusive Do not represent the entire set of BPM potential BPM solutions 9

10 Process Automation helps streamline processes across existing assets and infrastructure Automates manual tasks, IT systems, and information Manual Tasks Helps complement and extend current applications Information Automated Process Leverages reusable process components IT Systems 10 10

11 Transform Insight Into Action to capitalize on opportunities and mitigate risks of chaos Business-level process modeling rapidly converts business user expertise into execution Real-time process visibility consolidated into customizable, role-based dashboards Business leaders monitor Key Performance Indicators (KPIs) and receive alerts Visio PowerPoint Excel ARIS Others 11 11

12 Adapt and Respond Dynamically Leverage BPM for agility and deliver faster response to change Rules Events Modify ruleset configuration Heterogeneous sources Policies Change in-flight processes Close the gap between changes and the time it takes to implement them 12

13 Agenda BPM 2010: trends and emerging patterns BPM project experiences in Italy IBM BPM product portfolio 13

14 BPM projects and programs, large and small What we re seeing Small scale workflow projects, characterized by limited process scope, short timeframe, and fit for purpose Large scale projects, characterized by a blend of human & integration-centric needs, 100+ human tasks, sophistacated HA & Disaster recovery, large user bases (10,000+ users) Large Scale Small-scale All leveraging capability across the spectrum of needs - <100 users - Dozens of human task templates - 100s of running instances 14-10,000+ users human task templates - 100,000 running instances

15 Potential BPM projects: Prioritization matrix BPM Pattern #1 End to End Process Automation 15

16 BPM suites: To Be or Not to be? Gartner s view The Four Corners Framework uses two parameters to identify where the use of a BPMS is most appropriate. The two parameters are: 1. Frequency of process change 2. Responsibility for making changes to the underlying solution that supports the business process 16

17 BPM Project #1: Italian Public Administration agency BPM Pattern #1 End to End Process Automation Business needs Automation and tracking of electronic invoice documents sent by different parties Cooperation between different LOBs during einvoice processing Objectives LOBs Automate the acceptance and control of electronic invoice documents coming from different sources (citizens, corporations, public administration offices) and dispatch towards target purchasing organization (public administration offices) IT Exploit new middleware products to support new generation of applications based on leading-edge BPM technologies Re-use of exising services already available within IT infrastructure Enable new applications to expose new services candidate for re-use 17

18 BPM Project #1: System Context WEB Applications Services Agency System (Dematerialization) Acceptance HUB Internal Public Administration Systems External Public Administration 18

19 BPM Project #1: Components and requirements Middleware software components HUB, DEM and IPA systems implemented using WebSphere Process Server and WebSphere ESB products Main architectural reqs Security Each subsystem has to use a different LDAP Secure communications between different layers (WAS, WPS, W-ESB) Acceptance system, Services and Web applications are deployed on WebSphere Application Server High Availability Oracle DBMS Scalability Service have to be available 24x7 System have to be able to scale in its components to support increasing and variable workload Message size >10Mb HUB system will have the major workload compared with the other systems 19

20 BPM Project #1: Main architectural decisions WebSphere cells vs LDAP vs available hardware resources Golden topology pattern to address high availability and scalability requirements and future business monitoring requirement Multi-cluster configuration to separate responsibilities Usage of AIX Workload Partition (WPAR) vs Logical Partition (LPAR) WPAR provides operating system virtualization; each machine has its own host name, process list, and so on. LPAR selected due to extensive knowledge of such configuration compared to WPAR 32 vs 64 bit platform 64 bit to address memory requirements Hybrid cell containing BPEL/Mediation and J2EE components Simplification (one DM, one Admin Console, configuration of JMS communications) Including low-end servers to deploy J2EE components 20

21 BPM Project #1: Conclusions Objectives met / strong points Demonstrate the capabilities of WebSphere BPM products to support new application architecture. Leverage WID & WPS capabilities to integrate different back-end systems Visual development of complex integration application and business processes Objectives not met / weak points / pain points Perceived complexity around WPS deployment architecture Inherent complexity in managing large applications spanning across multiple modules Project-specific best practices discovered during the architectural review phase led to partial application re-design Lessons learned First BPM initiatives require a strong partnership among client s IT department and LOBs and vendor. Despite the product was mature for production use, WPS complexity can be overwhelming 21

22 Agenda BPM 2010: trends and emerging patterns BPM project experiences in Italy IBM BPM product portfolio 22

23 IBM business process management suite An unmatched set of capabilities to drive business agility Leverage Fit-for-Purpose capabilities that scale with your needs Foundational Offerings Extended Value Offerings 23

24 IBM business process management suite Foundational offerings Content management, workflow & collaboration capabilities between departments and across the enterprise. High-scale, high-integrity dynamic process integration & automation across the enterprise. Rapid process implementation, with focus on project team collaboration. 24

25 IBM BPM Product Portfolio and Roadmap Business Rules and Role-Based BPM 2008 IBM BPM Suite featuring Human, Integration, Document Centric BPM SOA-enabled BPM Empowering Business Users BPM Community Collaboration to Rapid BPM Solution Implementation Enhanced BPM in the Cloud Advanced Case Management (ACM) Introduction Align LOB and IT BPM in the Cloud introduction Extended Value Offerings orderable separately WebSphere Lombardi Edition BPM Blueprint IBM Case Manager WebSphere Dynamic Process Edition WebSphere ILOG JRules BPM Blueworks Filenet P8 BPM 25

26 WebSphere BPM and Lombardi Edition: comparison Business Involved Change Development Skill Business Process Breadth Rapid Implementation / Change Cycle Integration WebSphere BPM WebSphere Lombardi Edition Scalability / System throughput Human Interaction Ad-hoc Tasks Business Requirements 26 OS Platform Coverage Transactional Integrity IT Requirements

27 Open discussion 27