Process Modeling Best Practices. Raphael Derbier Nicolas Marzin

Transcription

1 Process Modeling Best Practices Raphael Derbier Nicolas Marzin

2 SAFE HARBOR DISCLOSURE During the course of this presenta1on TIBCO or its representa1ves may make forward-looking statements regarding future events, TIBCO s future results or our future financial performance. These statements are based on management s current expecta1ons. Although we believe that the expecta1ons reflected in the forward looking statements contained in this presenta1on are reasonable, these expecta1ons or any of the forward looking statements could be prove to be incorrect and actual results or financial performance could differ materially from those stated herein. We refer you to the reports that TIBCO files from 1me to 1me with the Securi1es and Exchange Commission for a discussion of important factors that could cause actual results or financial performance to differ materially from those contained in any forward-looking statement made in connec1on with this presenta1on. TIBCO does not undertake to update any forward-looking statement that may be made from 1me to 1me or on its behalf.

3 Agenda About Process Models BPI vs. Business Process Automa1on Modeling for Business Process Improvement Modeling for Business Process Automa1on Modeling for Ac1veMatrix BPM 3

4 People Tend to Use Many Ways to Represent a Business Process 6

5 The Meaning Of Process Modeling 7

6 PURPOSE Make sure you know why you are crea1ng a process model. To communicate to people (communica1on tool) To analyze and think (thinking tool) To tell a machine what to do (coding tool) 8

7 Business Process Improvement vs. Business Process Automation

8 Models for Business Process Improvement All kind of processes, even the manual processes not involving IT. Manual Ac)vi)es Process mapping and collabora1on with all stakeholders Business Analyst/Process Owner/Users/ IT community/ Finance Create a common understanding and agreement Automated Ac)vi)es Delivering the enterprise "how-to" and compliance solu1on for all employees for all processes.

9 Models for Business Process Automation Instruc1ons for a run7me engine to execute at large scale the processes and their steps and op1mize human ac1vi1es. Process modeling to create a machine readable version of the processes Rapid model-driven applica1on development Easy method to create and modify processes Provide agility to react to changing business requirements

10 TIBCO BPM High Level Overview Requirements Map Instances Execute Performance Governance, Con1nuous improvement Social Collabora1on Analyze As-Is To-Be V2 V3 Process Improvement Process Automa1on Process Performance Op1mize

11 Modeling for Business Process Improvement

12 PROCESS IMPROVEMENT = MODEL FOR EVERYONE Business improvement requires models produced and consumed by every actor, every day. Ease of use Easy governance Storyboarding Intelligent Opera1onal Manuals 15

13 Modeling for Business Process Automation

14 Know Your Enterprise Architecture Business View Idea Order Prospect Claim Product Profits Satisfied Customer Enterprise Architecture TIBCO view EVENT CAPTURE EVENT CORRELATION CONTEXT CONTEXT ANALYZE P! OPPORTUNITY OR THREAT RESPONSE 17

15 Which kind of process are you implementing? Simple system or human action Human collaboration Structured / organized business process Adaptive / semi-structured business process + +

16 TARGET ARCHITECTURE Process automa1on requires the right architecture. Make sure you re targe1ng the appropriate solu1on for your problem. Integra1on-centric with excep1on handling? How much event enablement do you need? Does the process enforce rules or observes user prac1ce? Does every instance follows a unique path? 19

17 What Business Insight? Why? Analyze Process to Improve it Predict & Manage Workforce Capacity Visual Operational BAM Meet your Deadlines, Cut-offs 20

18 BEST PRATICE #4 FIND YOUR KPIs EARLY They define what you measure to determine business success. It is not a separate project! Understand the difference between analy1cs, ac1vity monitoring, and repor1ng Prepare for the business, enable self-service use. Maximize the value (and use) of Spodire 21

19 Modeling for Business Process Automation with TIBCO ActiveMatrix BPM

20 ActiveMatrix BPM is Model-Driven Processes Business Processes Pageflow Processes Business Services User Forms Service Tasks Forms Models UI Valida1ons PIM Business Object Model Data Defini1on Afribute Defini1on Valida1ons Rela1onships Organiza1on Model Virtual Teams Capabili1es Privileges Roles Loca1on Ac1veMatrix BPM Decisions Services Model Business Rules Services Business Studio

21 ActiveMatrix BPM is Model-Driven Process Model Organiza)on Model Data Model Form Model Page Flow Model

22 Few models powerful concepts Enterprise Process Pageflow Business Service Granularity Data & scope Workflow Paferns Correla1on Signals Dynamic Par1cipants Skills-based rou1ng Deadlines Even1ng a Process Process Interfaces In-flow, out-of-flow Process as a Service Virtualiza1on Media1ons Mul1-instances paferns Dependencies Performance implica1ons Run1me architecture 25

23 ActiveMatrix BPM Business Process Types Business Processes Pageflows Business Services Long Running (Stateful) Data commifed aher each task User tasks Dynamic or sta1c Par1cipants Pageflows or forms Service tasks All process paferns available Migratable Short Running (Stateless) Single par1cipant All or nothing comple1on Highly performant Seamless service calls between user forms Usable from mul1ple business processes, business services, or other pageflows Specialized type of pageflow Can be accessed Completely Independently Are automa1cally available in OOTB clients for end user access

24 BEST PRATICE #5 DEVELOP YOUR MODELING SKILLS Modeling requires abstrac1on and decomposing business problems into smaller ones, then mapping each of them to concepts. Simple Models Advanced Concepts Knowing the nota1on doesn t mean you know the concepts Knowing the concepts is a prerequisite choosing the right modeling paferns Understanding func1onal & non-func1onal, design 1me & run1me Best models are ohen the simplest 27

25 BEST PRATICE #6 MODEL YOUR DATA FIRST What is your process about? Data Model drives: process interfaces service interfaces UI (View Object Models) A correct data model speeds up development Start with object names (Contract, Customer, Order, Fraud Case, ) Add fields when necessary (decision, UI, KPI, service) Contract first approach is recommended 28

26 Organizations Ac1veMatrix BPM s Organiza1on Model enables the business to model how work actually flows through the enterprise. LDAP LDAP is Purely Hierarchical Most Enterprises func1on on a complex Matrixed Organiza7onal Structure.

27 Work Routing Mul7ple ways of rou7ng work are required to properly automate today s complex Business Processes. By Role By Name By Group Dynamic By Loca1on Jane Doe Only for the smallest of organiza1ons Underwriter Lead Analyst Regional Director CSRs Skills-Based Priority Determined at Run-Time FR By Privilege By Rela1onship By Calendar SP > $5,000 < $12,000 Supervisor Holidays Working Hours License Cer7fica7on Language Skills The Organiza1on Model enables the Business to mix and match the different Work Rou7ng methods. EN Approvals Qualified Approvals

28 Principles of Work Distribution Event Ac)on to distribute Organiza)on WHO CAN WORK ASSIGNMENT ACCESS MODE MONITORING Skills Organiza1onal Work List Excep1ons [load] «Next Task» Bufon Push Priori1za1on (deadline, importance) Realloca1ons Work load-balancing Op1miza1on Design Run)me

29 BEST PRATICE #7 USE SKILLS-BASED WORK ASSIGNMENT One of the big business drivers of BPM is to give flexibility to the organization by doing less individual work assignment (allocated) and more team/skills assignments (offered) Skills combinations address implicit virtual groups Best and easiest way to solve load-balancing problems Do not constrain the process design more than necessary SP FR EN 32

30 How Many Boxes Should it Take? 33

31 BEST PRATICE #8 JUST ENOUGH BOXES Apply the rule for Greek drama to process modeling : 3 uni1es Ac1on Place Time In an enterprise process, draw two boxes if there s either - a change in the Informa1on System (ac1on) - a change of par1cipant (place) - or a break in 1me 34

32 Let s Talk Performance Process as a Service What s wrong in the following model? 35

33 BEST PRATICE #9 DESIGN FOR PERFORMANCE Your models are executed by an engine. Your design choices will influence the final performance of the solu1on. Define your performance requirement Define your tes1ng strategy and scenarios Understand the implica1ons of the models paferns and configura1on parameters on performance Test how the users will actually be accessing it 36

34 Real Life Examples 37

35 BEST PRATICE #10 ANTICIPATE MAINTENANCE Understanding a model from the first look is very important for others to understand and maintain the model Color coding Annota1ons Mul1-level decomposi1on (10-20 Tasks per level) Documenta1on 38

36 BEST PRATICE #11 WORKFLOW PATTERNS Workflow paferns are descrip1ons of recurrent modeling problems and their solu1ons. They add meaning, and sample use cases, to some tricky BPMN solu1ons. Learn the paferns to be able to recognize them in the requirements Reference and study the paferns implementa1ons Understand the limita1ons and consequences of each complex pafern 40

37 FORMAL REVIEWS BEST PRATICE #12 Organize formal reviews of your models, and have a good model checklist Does it meet the func1onal requirements? Will you be able to change it in 6 months? Is it built for change, easy to understand, and easy to modify? Can it be tested easily? Have you used common solu1on paferns? if not, why? What should be copied and serve as example for future projects? Reviews will help process designers to learn, share, improve and produce befer models. 41

38 12 BEST PRATICES Purpose BPI : Model for everyone Target architecture Design your KPIs early Develop your modeling skills Data model first Use skills-based work assignment Just enough boxes Design for performance An1cipate maintenance Use workflow paferns Do formal reviews 42