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Business Process Management Systems

Business Process Management Systems. Pascal Ravesteyn UU/HU - 2007. General overview. Introduction What is BPMS? Research question BPMS implementation framework Assignment. Introduction. Business Process Management: the Third Wave (Smith, Fingar, 2003) Internet Globalization

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Business Process Management Systems

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  1. Business Process ManagementSystems Pascal Ravesteyn UU/HU - 2007

  2. General overview • Introduction • What is BPMS? • Research question • BPMS implementation framework • Assignment

  3. Introduction

  4. Business Process Management: the Third Wave (Smith, Fingar, 2003) • Internet • Globalization • Governance (SOX, Tabaksblatt) • Outsourcing

  5. Source: CIOinsight (2006)

  6. View of processes and organization Value Chain Act. Based costing webservices TQM EAI CASE Balanced Scorecards Cont. process improvement UML Workflow management Rules engines ERP Kaizen Java ISO9001 Six Sigma B2Bi So… BPMS A new software category that supports the entire lifecycle of modeling, executing, and monitoring business processes IT organization Business organization

  7. What isBusiness Process Management (System)

  8. History BPMS • Management Concepts: • Total Quality Management • Business Process Re-engineering • Business Proces Management • Etc. • IT Innovations • Enterprise Resource Planning • Workflow Management • Enterprise Application Integration • Business Intelligence /Dashboard and portals • Etc.

  9. Ravesteyn, 2007

  10. History of SOA WWW IBM PC Business computing Mainframe SQL Content: data & Business logic R/3 Databases Data Warehouse Batch processing EAI Visicalc BPM R/2 Client/Server WSDL VT3270 CORBA MQ Distribution technology Remote access & infrastructure NFS Service Oriented Architecture VT100 RPC EJB EAI SOAP TCP/IP sockets WWW Modula2 Smalltalk Implementation Platform, interfacing Techniques interaction patterns Pascal Java Programming language PROLOG .NET COBOL Ada C# Assembler SIMULA C++ 1950 1960 1970 1980 1990 2000

  11. Classification of Services • Basic services; represent the basic elements of a SOA • Data centric services • Logic centric services • Intermediairy services; are stateless services that • function as client of server in a SOA • Process centric services; encapsulate the knowledge of the • organization’s business processes (maintain the process state) • Public enterprise services; provide interfaces for cross-enterprise • integration Application frontends are the active elements of a SOA. They initiate all business processes and ultimately receive their results (e.g. GUI)

  12. Classification of Services (2) Krafzig et al. 2005

  13. BPMS ArchitectureExample - 1

  14. BPMS ArchitectureExample - 2 Role Based Presentation + Applications (CAF) Business Activity Monitoring (BAM) Business Process Management (BPM) Enterprise Service Bus (ESB) Enterprise Applications (ERP + others)

  15. Market Overview “The Forrester Wave™: Integration-Centric Business Process Management Suites” (Q4, December 20, 2006)

  16. When to use BPMS high BPMS Complexity of coordination EAI Application server low high low Frequency of change Krafzig et al. 2005

  17. Maturity of SOA in relation to Business Integration Maturity of SOA Process enabled agility Not cost-effective networked flexibility maintainability fundamental Not feasible Scope of Business integration Intra departmental Cross departmental Cross Bus. unit Simple B2B Complex Processes integration Intra enterprise Cross-enterprise Krafzig et al. 2005

  18. Research

  19. Research goal • “Provide an overview of the critical success factors when implementing a BPMS” • To accomplish this….

  20. Research Activities and Articles • Literature Research • Framework & Model • Validation (qualitative & quantitative) • Case Studies

  21. Monitoring & Control BPMS TQM Organization & Processes Information Technology Strategy & Policy BPR Bus. Proc. Model. People & Culture Business Process Management Framework BI / BAM WFM EAI Ravesteyn, 2006

  22. Business Process Management System Implementation approach • A literature study of 104 articles and books • Based on a meta-analysis of the literature a list was compiled with over 337 critical success factors from the different background principles • This list was based upon the principles according to the following composition: • 3.86% of the factors came from TQM • 17.51% from BPR • 29.97% BPM • 11.57% WFM • 12.76% EAI (incl. SOA) • 2.08% BAM • 12.17% from the BPMS domain • 10.08% from various other related areas

  23. Business Process Management System Implementation approach Project domain Organizational domain (Ravesteyn, 2007)

  24. Management of Organization & Processes Critical Success Factors: • Project management • Change management and involving people • Understanding the BPM concept • Management support and involvement • Strategic Alignment • Governance & accountability • Training • Culture

  25. Management of Organization & Processes Other factors mentioned: • take into account the customers, industrial partners and the target environment • create challenging roles and new job perspectives after the project • establishing a support organization because ongoing maintenance and management is very difficult • Treat value as realizable by all stakeholders, irrespective of geography or organizational boundaries • Build a knowledge base around processes • implementation guide: follow an "inside-out" strategy, this means first prioritize the integration of internal systems and applications, defining and institutionalizing your business processes then the company is better suited for integration with external systems • use of best practices

  26. Architecture Design(process model) Critical Success Factors: • Understanding the process • Use the 'best' modeling standards & techniques • Organizing the modeling ‘design’ phase • Maintenance and control - including quality - of the models is important

  27. Architecture Design(process model) Formal models Analysis Visualisation For different stakeholders Design Napkin Whiteboard Powerpoint Architecture process Idea Use Link with implementation Management Maintenance Version control The architecture description life cycle (Lankhorst et al. 2005)

  28. Architecture Design(coherence) (Lankhorst et al. 2005)

  29. Architecture Design(process model) Other factors mentioned: • When altering private processes, which modifications are allowed without jeopardizing the correct operation of the overall workflow • Strategic objectives and functional objectives should be identified and linked to process model • lack of documentation of embedded processes in application systems • Multi process adaptation alternatives should be present, and also a contextual adaptation process • Underestimating the difficulty in integrating offshore-supplier employees into the processes and work flows of their companies • Modeling interfaces related to software systems • pre-determined collaboration choreography of participating organizations (ad hoc changes are not possible)

  30. Architecture Design(information model) Critical Success Factors: • Interdependencies and Integration of Data sources • Discovery of Information • Process Orientation • Defining (web) services • Understanding the BPMS paradigm • Business & IT divide • Use of Business Rules

  31. Architecture Design(information model) Other factors mentioned: • Sometimes information-processing work is subsumed into the real work that produces the information • For global inter-operability, transparency to the end user is needed which has consequences for the information availability

  32. Development(infrastructure) Critical Success Factor: 1) IT Infrastructure: • IT infrastructure is not aligned to the developed solution • embedded business logic within communications networks

  33. Development(Service Oriented Business Appl.) Critical Success Factors: • Integration of processes and data • (Use of) Webservices

  34. Other factors mentioned: Transformation of design models into implementation models Delay the technology evaluation until process reverse engineering is finished SOA (currently) works best when working with applications from large IT vendors Reliability of Internet (standards) The process manager might get direct access to the application server where connections are running Testing prototypes and the final solution The inflexibility of IT application systems Development(Service Oriented Business Appl.)

  35. Management of Implementation & Change Critical Success Factors: • Project management • Change management and involving people

  36. Measurement & Control Critical Success Factors: • Performance Measurement • Continuous Optimization • An organization and culture of Quality

  37. Measurement & Control Other factors mentioned: • Use multiple data gathering approaches • The availability of data within the Supply Chain is critical • Both formal and informal monitoring and reporting activities should be taken into account • Capture information once and at the source (tasks are performed wherever it provides the most value) • Granularity and visibility control (information is not available or private information is made public)

  38. Assignment

  39. Assignment Investigate the validity of (part of) the provided success factors. Extend and/or drill-down when necessary. Aspects to consider: • Mapping on the Model • Weight • Aspects per CSF

  40. Team x Introduction Validation Results Assignment form • Teams of two • Several teams are validating one domain • One paper per domain with at least one chapter per team Structure team chapter: Structure domain paper:

  41. Resources • BPM Forum • Suppliers (BEA (Fuego), Cordys, IBM, Microsoft, SAP, Seebeyond, Tibco, Webmethods etc.) • Consultancy Organizations (Capgemini, InterAccess, LogicaCMG, Ordina etc.) • Users (Interpay, ING, ABN-AMRO, Nuon etc.)

  42. Questions?

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