Accenture - Soa Workshop - Usiness Process Management Pov v2.0 (July, 2006)[1]

Service Oriented Architecture SOA Workshop Starter Kit Business Process Management (BPM) POVLast Updated: July, 2006

SOA Workshop Starter Kit BPM POVSOA Workshop Starter Kit Sponsor: Last Updated: Version: Intent of Section:David L. Nichols July, 2006 2.0 This document supports Business Process Management discussions during client workshops. The intent is to create an awareness of how BPM, through formalization, automation and management of end-to-end business processes, can help improve efficiency, lower costs and address operational challenges For internal and external use (Unless otherwise documented)

Intended Audience: Master Document:

BPOV38.ppt December 1st, 2004 https://kx.accenture.com/_layouts/kx/dispContributionForm.

To Find Additional SOA content:Copyright 2006 Accenture All Rights Reserved.

https://technology.accenture.com/SOASOA Workshop V2.0 2

Contents

Why Business Process Management Technology and Vendors Introducing BPM today Conclusion & QA

Copyright 2006 Accenture All Rights Reserved.

SOA Workshop V2.0

3

Business Process Management (BPM) Definition

A business process is the complete and dynamically coordinated set of collaborative and transactional activities that deliver value to customers Business Process Management (BPM) defines, enables and manages the exchanges of business information on a basis of a process view that incorporates employees, customers, partners, applications and databases Business Process Management is a set of services, tools and methodologies that provide for the explicit analysis, design, execution and monitoring and administration of automated business processes, including support for human- and application-level interactionDefinitions adapted from: -Business Process Management The 3rd Wave : By Howard Smith and Peter Fingar. - Darcy Fowkes, Research Practice Director, Aberdeen Group - Gartner: Business Process Management Preliminary Market Size and Forecast


SOA Workshop V2.0

4

A-Z of Enterprise Processes

Account Management Advance Planning & Scheduling Advertising Assembly Asset Management Benefits Administration Branch Operations Budget Control Build to Order Call Center Service Capacity Reservation Capital Expenditure Check Request Processing Collateral Fulfillment Collections Commissions Processing Compensation Component Fabrication Corporate Communications Credit Request/Approval Customer Acquisition

Recruitment Sales Cycle Management Service Agreement Management Service Fulfillment Service Provisioning Shipping Site Survey & Solution Design Six Sigma Sourcing Strategy Development Succession Planning Supply Chain Planning Supply Planning Test Time & Expense Processing Timekeeping/Reporting Training Treasury/Cash Management Warehousing Warranty Management Zero based budgeting


SOA Workshop V2.0

5

Current IT Environment in Relation to Business ProcessesCompanies have been struggling to adapt and manage end-to-end business processes, and have being held back by static IT systems. The overall value chain is split in discreet and separate steps aligned to specified products and separate organizational units, resulting in islands of automation and fragmented business processes

Current IT State Investments in custom & packaged application development Many Business Processes covered by ERP systems EAI awareness largely focused on A2A and occasionally B2B integration. EAI is viewed as a tool to interface applications, instead of as a mechanism that supports business processes

The Implications Focus on data and not on business processes

The Results Dubious ROI of some large IT efforts Difficulty to integrate different applications

Rare re-engineering of business processes IT-Business divide

Re-Engineering of existing business process is expensive It is hard to integrate with external partners


SOA Workshop V2.0

6

External Factors Exerting Pressure on Companies Competitive AdvantageMargins under pressureTo keep margins, businesses are forced to partner with external companies. They are no longer self contained entities

Greater emphasis on market segmentationThe ability to quickly customize products and services is highly valued. Processes can no longer be regarded as static, hard coded once and for all. They must be easily modifiable

Time to market becomes critical factor

a

Competitors and increased market dynamism put significant pressure on time to market. Reduction in overall business process cycle time allows to gain operational efficiencies and maintain or increase customer satisfaction

Company

Increased globalizationThis results in greater competition and therefore in shorter IT application lifetime. Traditional custom development cost effectiveness is severely challenged

Shift from product to servicesEven in product focused industries (e.g. automobile vehicle manufacturers), higher profits are made on (e.g. post-sale) services rather than on products. The attention is changing from JIT products to JIT process

Outsourcing increased in importanceSeveral non core processes, are externalized to outsourcers. However It is still necessary to control the overall end-to-end value chain

Corporate governance changesConsolidations, M&As, joint ventures and so on results in processes that need to be managed and modified to accommodate those changes


SOA Workshop V2.0

7

Internal Opportunities with Potential to Unleash Real ValueSimulation of what-if scenariosThe possibility of simulating business processes (and assess their impact on products, services, financials and internal organization) diminishes the rate of failures traditional BPR experienced

Delegation not abdication of processesOutsourcing offers great opportunities of cost reduction. However this cannot happen at the expense of process control and cannot impact ability to customize service to retain market differentiation

CompanyShift from products to servicesCustomer satisfaction and retention have gained high importance therefore product and service lifecycles are becoming shorter and shorter. Being able to rapidly reacting to threats by competitors is becoming vital

Real time monitoring of key business servicesFast reaction to issues and correction of sub optimal processes can make the company significantly less capital intensive and it enables to better quantify the ROI of investments


SOA Workshop V2.0

8

A Step Towards a Solution: Implement a Framework to Develop, Execute and Monitor End to End Business ProcessesShifting the focus of IT implementations from data and partial processes to end to end business processes best allows to meet the external challenges and leverage the internal opportunities. A solid grasp of business processes enables the agile organization.

Faster implementation of new processes resulting in higher reactivity to market forces Possibility to monitor and continuously improve existing business processes resulting in superior efficiency and benefits on companys margins Retaining control over the entire value chain, a key competitive advantage when outsourcing processes, helping to maintain offer/product differentiation Quantify and calculate the ROI of IT investments and therefore diminish capital intensiveness of technology investmentsIT Systems

Customers People Independent Process Layer Business Processes Data(Policies, Procedures & Rules)

Trading Partners

Suppliers IT Infrastructure


SOA Workshop V2.0

9

Create Liberated Automation of Processes with BPMBPM products solve the problem of embedded process logic by abstracting the integration and process automation logic into a new layer of software tools. These software products liberate integration and process tasks from the underlying functional IT applications so they can be more effectively changed, managed and optimized.


SOA Workshop V2.0

10

Effective Execution and Management of Business Processes Directly Impacts the Value Delivered by OrganizationsThe diagram below illustrates how Business Processes and Capabilities contributes to the intrinsic value of businesses. In todays economy, IT and business close alignment is a characteristic of high performance businesses.

Business Process AreasMarketing Sale Design Manufacture Source Distribute

Business CapabilitiesSales Force Marketing Supplier Mgt Manufactg

Operational LeversMarket Share Pricing Contract Mgt

Financial Value Levers

$Profitability

Economic Value ObjectiveShareholder Value

Revenue

Cost of services & Good sold Invested Capital

. Business Process and Capabilities contribute directly to the Economic Value of the company

IT, as an enabler, impacts positively these two areas


SOA Workshop V2.0

11

Business Process Management: Analyst ConsensusThere is a clear consensus that BPM will impact the competitive advantage of companies in the next few years.

BPM is quickly becoming one of the hottest topics in the IT industry. May believe that the powerful integration history behind the BPM concept has the potential to unlock the e-business market Copyright Ovum. Source[BPM and the hosted services market - 30 April 2002 ]

By 2005, at least 90% of large enterprises will have BPM! Enterprises that continue to hard-code flow control, or insist on manual process steps and do not incorporate BPM's benefits, will lose out to competitors who adopt BPM Copyright: Gartner


SOA Workshop V2.0

12

Business Process Management: Market EstimationsAnalysts agree on forecasting major growth for the Business Process Management market:

"The market for BPM is set to rise rapidly, but from a much lower base. Ovum predicts the sector's value will rise from 650m to 5bn by 2007. (Source: Ovum) The current BPM market size is estimated to 3.5 bn USD and likely to reach 16.7 bn USD by the end 2005. It also estimates the number of vendors to climb to 60 (Source: Aberdeen Group) In an survey of IT decision makers that Vitria Technologies conducted in July 2003, no fewer that 80% ranked BPM as one of the most important initiatives for executing their business strategy (Source: Vitria) By 2006, BPM will be widespread among Fortune 500 organizations that are usually early adopters of technology. Between 2006 and 2007, BPM Projects will begin earnest in most Fortune 1000 organizations. (Source: Ovum)


SOA Workshop V2.0

13

Example: The Supply ChainRather than building separate applications to manage Orders, Manufacturing, Transport, Warehouse, and Sales, each of these functions will become a set of business processes that will be coordinated, modified or substituted depending on business needs and overall performance.

Orchestrated Business Service

Process Interface Simplified, generic supply chain

Process Interface

Process Interface

Process Interface

Manufacturing

Warehousing

Transport

Store Operations

Cross-Supply Chain Activities


SOA Workshop V2.0

14

Example: The Order Process From a Traditional Point of View and Using an Idealized BPM SolutionTraditionally, processes are segmented according to function and application. This results in the need of additional processing between different parts of the organization and discrete business applications, either through human interaction or custom application integration

Customers and Business Partners

CRM ERP SCM

Capture Send Data to End ERP Order AvailabilityDelivery Send Data to SCM Check request Transport Send Data to ERP SchedulingShipping

Post Sales

Send Data To Customer

EndSend Data to CRM

Sales

End End

Billing

Finance Posting

End

Plannin g Finance Logistic s

In a BPM solution, the business process is designed and managed end-to-end, defining an uninterrupted flow independent of organization and application boundariesCustomers and Business Partners StartBPM System Availability Delivery Check request Transport Scheduling Shipping Billing Finance Posting

EndPost SalesSales Plannin g Finance Logistic s15

CRM ERP SCM

Capture Order


SOA Workshop V2.0

Example: Real Time Monitoring of ProcessesWith BPM in place, Business Activity Monitoring (BAM) will provide real-time insight into running business processes, which will allow enterprises to:

Provide real-time visibility into running business processes: Embed thorough automation business performance metrics within each process. These metrics are used to highlight potential bottlenecks/inefficiencies within the business process Show accurate and timely status and tracking Automate critical processes and therefore homogenize and control their real end quality Allows to simulate new or revised processes, thorough what if scenarios, before deploying them Implement higher control and faster reaction to issues or competitors make the company less capital intensive Ability to maintain a certain level of control also on outsourced processes Helps to find areas to improve current business processes.


SOA Workshop V2.0

16

Contents

Why Business Process Management Architectural Overview: BPM and SOA BPM Standards and Specifications Introducing BPM today


SOA Workshop V2.0

17

Service Oriented Architecture (SOA) as the Foundation for Achieving Business Process and Integration ExcellenceWith BPM in place, Business Activity Monitoring (BAM) will provide real-time insight into running business processes, which will allow enterprises to:

Bring new products and services to market Improve operational efficiency Increase Business Value End-to-End process performance monitoring Real-time insight and control of business

Business Strategy

Process Management Process Business Businessdelivery of new services Quick Designers Agility Quick automation of business processes Service Oriented ArchitectureStandardization of Services Reducing code-based integrations Leverage existing IT


Execute Business Strategy

Strategy Consultants Business Analysts

Business Activity Monitoring

Systems Architects Software Engineers

Sales Employee Finance Dir

Product Customer SAP Siebel .NET Outlook

Systems IntegrationTechnology Interoperability; Architecture and Infrastructure Services Standardization

People soft MQ J2EE

Linux

Unix

OS/360

DB2

SOA Workshop V2.0

18

Web Services Technologies Enable Service and Process Interoperability in SOAsWeb Services are a sure bet for BPM and SOA They lower the overall cost of integration by applying industry wide Internet standards to reduce time to delivery They provide the capability for processes to consume services or be exposed as services through common standard tools They provide a common integration technique for integration both internal and external to the business They provide the capability to deploy interfaces where previously too complicated, too costly, or just not economical, therefore, extending the reach from few to everyone They separate much more clearly the business logic in code, workflow, or B2B collaboration specifications from the underlying middleware, including integration subsystems, communication subsystems, and component containersCopyright 2006 Accenture All Rights Reserved. SOA Workshop V2.0 19

Business Process Management System (BPMS) ComponentsThe Business Process Management System (BPMS) is an integrated set of components that enables BPM, i.e. providing capabilities for analysis, modeling, execution, monitoring and administration of business processesBusiness UsersTechnical UsersProcess Analysis and Modeling Workbench

Process UsersRuntime EnvironmentProcess Execution Engine

AdministratorsBusiness UsersActivity Monitoring and Administration FacilityBAM

Business Process Modeler Business Metrics Modeler Dashboard Designer

Technical Process Modeler Technical Metrics Mapper

Flow Control

Rules Engine

Scheduler

Process Administration

Dashboard

Analytics Engine Repository

Simulations Engine

Distributed BPM Coordinator

Interface Manager

Event Management

Technology Infrastructure Integrated Development Environment EAI Services, Enterprise Service Bus or other Transport Layer capabilities

Adapted from Business Integration Journal: 2004 BPMS Reference Architecture


SOA Workshop V2.0

20

BPMS Components: Process Analysis and Modeling WorkbenchThe Process Analysis and Modeling Workbench provides the facilities needed to analyze and model business processes, as well as mapping them to the technology. An important aspect is the ability to perform simulation on the designed processes

Targeted to Business Users Targeted to Technical UsersBusiness Process Modeler Analyze, design & modify business processes, include error recovery mechanisms, audit modeling, business transactions, etc. Business Metrics Modeler Defining KPIs and other business metrics that need to be observed as outcome of business process Technical Process Modeler Map to technical messages flow, data, transformations, transactions, etc. Technical Metrics Mapper Map KPIs and other business metrics to technical measurements of business processes

Analysis

&

Modelin g

Simulati on

Dashboard Designer Define user interface and Performance Dashboard for BAM and map to technical measurements Simulations Engine Optimizing, testing processes, evaluate deadlocks, test through animation, simulate with historical data


SOA Workshop V2.0

21

BPMS Components: Runtime EnvironmentThe Runtime Environment is the actual platform responsible for the execution of the Business Processes. The flow control is central to the process execution engine, and it may contain support for an explicit rules engine and scheduler. The repository is a key component in the overall BPMS

Process Execution EngineFlow Control Rules Engine Controls flow, transactions, Provides the ability to add decisions during a process explicit rules to a process, execution for decisions Scheduler Adding time triggers, asynchronous triggers to Execution

Executi on

Repository Database containing Process Metadata and Data, Rules definitions, business metrics definitions, access history, etc...

Additional capabilitiesDistributed BPM coordinator Support for federated BPM, B2B, global, cross-divisionary processes Interface Manager Communication interface with Hardware and Software components


SOA Workshop V2.0

22

BPMS Components : Activity Monitoring and Administration FacilityThe Activity Monitoring and Administration Facility provides the operational support for the whole BPMS, with the capability for general process administration and event management. BAM is an integral part of this facility

Business Process Administration

Business Activity MonitoringDashboard User interface that present BAM results to Business and Technical Users: balanced scorecards, business objects, business metrics, etc. Analytics Engine Complex, rules driven analytics based on KPIs from real-time technical measurements, and historical data

Monitor ing

Process Administration Starting, Stopping, Pausing Process. Redefining, altering flow, Modify live data and messages, reassign resources, etc. Performance Management

&Management

Event Management Detection and classification of business and technical events. Raising events and creating triggers to running processes, and/or Analytics Engine


SOA Workshop V2.0

23

Business Process Lifecycle in a BPMSThe feedback channel through activity monitoring capabilities provides the possibility to optimize the current process on an ongoing basis

Optimi ze Analys is Model Deplo y Simul ate

Busine ss Strate gy / Vision

Execut e Manag e

Monit or


SOA Workshop V2.0

24

Organizations should allow for explicit Process Flows, Rules and ServicesThe benefits of having explicit processes, rules and services are as great as the separation of data into databases. Explicit rules allow, at a minimum, the ability for IT professionals to change their application systems and middleware layers quickly to adapt to frequent and urgent business change


SOA Workshop V2.0

25

Contents



SOA Workshop V2.0

26

The Difference Between Orchestration and Choreography in BPM and Web servicesWeb services specifications developed to address BPM often refer to the terms Orchestration and Choreography (and sometimes others like Collaboration and Workflow). Unfortunately, there is a large confusion in literature and technical documentation, and these terms are often used interchangeably. The following is a very simple explanation

Orchestration is an executable private (usually internal) process under the control of a central process engine Main Web services standard: BPEL, BPML, Choreography is the observable public exchange of messages (public protocol) between two or more endpoints Main Web services standard: WS-CDL, BPSS, Note: The exact distinction is often blurred, and the viewpoints sometimes converge. No standardization for these terms exists, but W3C and OASIS are working on consolidating the terms


SOA Workshop V2.0

27

Orchestration vs. Choreography (1/4): A Simple Business ProcessIn this example two parties (businesses) exchange messages to achieve a common goal. It can therefore be observed independently: A private business process executed internally in each Business A publicly observable behavior between the businesses

Business A

Purchase Order Request Purchase Order Acknowledgement Purchase Order Response Sample Purchase Order Process

Business B


SOA Workshop V2.0

28

Orchestration vs. Choreography (2/4): A Simple Business Process From an Orchestration PerspectiveOrchestration is the definition of a private business process under control of one single participant (e.g. a business partner). It can interact with internal and/or external services

Business AInternal service

Business B Send PO PO Request

Request

Orchestration

Process Engine

Receive PO Ack

PO Acknowledgement

Internal service Response

Receive PO Response

PO Response


SOA Workshop V2.0

29

Orchestration vs. Choreography (3/4): A Simple Business Process from a Choreography PerspectiveThe Choreography is a concept that defines the publicly observable exchange of messages. It doesnt have a central control, only the interface behavior of a service is described

Choreography Business A Send PO Receive PO Ack Receive PO ResponsePurchase Order Request

Business B Receive PO Send PO Ack Send PO Response

Purchase Order Acknowledgement

Purchase Order Response


SOA Workshop V2.0

30

Orchestration vs. Choreography (4/4): A Simple Business Process: Orchestration and Choreography TogetherIn this example, the business process is designed mutually between the businesses. The execution of the business process is then controlled by an orchestration engine in each business. The resulting interaction between the businesses is a Choreography

Business Analysis & Design Tools

DeploymentBusiness A

Business A

Business B

DeploymentBusiness B

Request

Send PO Receive PO Ack

PO Request

Receive PO Send PO Ack Receive PO Response

Request

PO Ack.

Response

Receive PO Response

PO Response

Response


SOA Workshop V2.0

31

Summary of Terms: Workflow, Orchestration, Choreography, CollaborationThe following terms are mostly encountered when referring to the composition and interaction of services (especially Web services) to build business processes. The following definition will be used in this presentation The term Workflow has its origins before Web services were used to automate business processes, some still use it now (e.g. WfMC).We will define it as A general term for of a business process, during which documents, information, or tasks are passed from one participant to another, according to a set of rules. A workflow can be people based and/or rule based business processes.

Workflow

Orchestration

The term Orchestration defines the internal view of an controllable executable business process that may interact with both internal and external services. With orchestration, the process is always managed from the perspective of one of the business parties, with the help of a Business Process Engine. The term Choreography defines the behavior of the services of each party involved in a process, and describes the part they play in the interaction, i.e. the public protocol. It defines behaviors for handling varied and unpredictable interactions among a set of services. It is somehow more complex than pure orchestration. The term Collaboration is mostly employed in the B2B area. It has no central process control, it is therefore relying on choreography principles, as above. It defines an agreement among a set of business partners, to achieve a common goal or specified outcome in a shared process.

Choreography

Collaboration


SOA Workshop V2.0

32

An Additional Layer to the Web services Standards StackIn order to compose Web services into automated business processes in a platform independent and interoperable way, a new standardization layer above SOAP, WSDL (and sometimes UDDI) is needed- Specifying States, Actions, Events, Control Flow - Sequential, Conditional, Concurrent Flow - Call or Receive from other Web services - Partners, Roles - Exceptions, Transaction Compensation - XML Messaging, Correlation

Simplified Web services stack

?

Web Services Composition: Web Services Orchestration and Choreography WSDL Static interface definition for a Web Service UDDI Meta service for locating Web Services

Accentures Web services StackBusiness Performance Management Business Process Orchestration Messaging and Routing Quality of Service Service Description Discovery and Publication Security

Transaction

Presentation

SOAP Platform independent XML messaging formatCopyright 2006 Accenture All Rights Reserved. SOA Workshop V2.0

Data Exchange Protocols Data Representation Network and Transport Protocols

33

WS-BPEL (XLANG, WSFL), BPML, BPMN, BPQL, WS-CDL

BPM Related Web Services Standards and Specifications Related to Accentures Web Services StackBusiness Process DesignAnalysis Modelling Managing

Business Process Design BPMN Business Process Modeling Notification UML 2.0

Business Performance Management Business Process Orchestration Messaging and Routing Service Description Discovery and Publication

Business Process Orchestration

Process Execution EngineOrchestration Engine Process Automation Workflow Mgt.

Process Execution Engine BPEL Business Process Execution Language WS-CDL Web Services Choreography Description Language Wf-XML Work Flow XML BPQL Business Process Query Language

Quality of Service

Security

Presentation

Transactions

Exception Handling Monitoring State Mgt. Routing Logging

Data Exchange Protocols Data Representation Network and Transport Protocols

Transactions

Transaction ServicesRegistration Services Activation Services Coordination Services

Transaction Services WS-CAF Web Services Composite Application Framework WS-T Web Service Transaction (Registration and Activation only) WS-C - Web Services Coordination (Coordination only)


SOA Workshop V2.0

34

For the Definition and Execution of Business Processes, the Winner is BPEL ???

BPEL has the advantage, over WSCI/BPML, WS-CDL and BPSS, of being backed by major vendors (Microsoft, IBM, BEA, Oracle, etc.) with substantially more aggregated market share in middleware as well as being more useful, because it is directly executable Most of the other middleware vendors, including previous backers of BPML and WSCI, have announced support for the BPEL effort (including SAP, Siebel and SUN) There will likely be some liaising between OASIS and the W3C to make sure there are no outright conflicts between the two standards (BPEL and WSCDL), but BPEL will almost certainly be the most relevantA stable variant of BPEL will emerge as the leading industry standard for Web Services flow composition by year-end 2005 (0.7 probability) Copyright Gartner Inc. [ BPEL Is the Best Shot for a Business Process Standard- 14 August 2003]


SOA Workshop V2.0

35

Contents



SOA Workshop V2.0

36

Understanding the Drivers of ChangeBusiness Process Management is not only about technology. Process, organization and technology combine to form the inseparable triad of business change. A suboptimal balance is likely to foster results below expectations

Te ch n

CHANGE

With the industry efforts to bring technology and processes under the same umbrella using standard technologies, the organization will be the only management issue to drive change. Business Process Management places technology and business processes firmly in control of the organization.

olo g

y

Organization

e oc Pr ss


SOA Workshop V2.0

37

Changing the Way of the OrganizationBPM requires the organization to transform the way in which the IT function works together with areas of the business. This shift will enable initiatives to deliver new and revised business processes at speed and flexibility

Introducing BPM tools shifts the focus of development approaches from application-centric to process and services-centered. Processes are the Core. Business processes can be formalized, shared and executed in a standard way and the Enterprise Architecture will evolve to provide services that build, modify, deploy and measure processes. Business Process Management is NOT a big-bang conversion, it fosters incremental change and leverages past investments in technology. The seed must be planted, initial technology infrastructure put in place and pilot projects undertaken to establish a BPM competency.


SOA Workshop V2.0

38

Main Drivers to Introduce BPMThe move towards BPM supported by a Service Oriented Architecture can be driven by different business needs and follow different implementation strategies but will always focus on the process

Discover and Design of a process before moving on to manage it. Top-down strategy Design and model end-to-end process Simulate and optimize model Design and build interactions with process participants (humans, applications and external businesses) Build services to support process Interactions Operate and monitor processCopyright 2006 Accenture All Rights Reserved.

Integrate systems in order to implement, execute and refine a Bottom-up strategy process. Refine end-to-end process by orchestrating sub-processes Model and analyse end-to-end process Execute and refine sub-processes Design and build sub-processes to orchestrate built services Expose applications business functions by building services

SOA Workshop V2.0

39

Example of Ideal Process Candidates to Initiate a BPM InitiativeProcesses driven by regulatory requirements, such as the Sarbanes-Oxley Act or the Health Insurance Portability and Accountability Act (HIPAA). The information required to implement these processes typically reside in different systems. To reduce the risk of inquiries or investigations, companies should implement and automate the strongest possible controls around these processes. One can use BPM to manage and enforce a well-defined process that no single participant in the organization can circumvent and create audit records of all steps of the process. Processes that are manually intensive and/or repetitive lend themselves strongly to improvement by automation. BPM can improve most of the steps by automating repetitive steps, by routing conveniently tasks to the right people, by reducing the number of errors. Error prone processes due to the complexity of the process or the skill level of the participants completing the work. BPM can reduce the training necessary to understand how to perform steps in the process, lower the chance of data entry errors or effectively manage the resolution of exceptions.


SOA Workshop V2.0

40

Approach to Introduce BPMIdentify Assess Tactical Pilots Plan Assimilation

Activity Clarify project opportunities by Identify critical BPM capabilities Implementation of pilot projects identifying key processes to re- to build (modeling, analysis, to introduce methodologies and design or optimize integration) technologies Prioritize Processes according Assess readiness of Business Develop skills and techniques to potential impact on ROI and IT Architecture to integrate that allows repeatable approach Introduce BPM and describe BPM to BPM projects Business Impact (inform and educate organization) Evaluate Business Benefits and ROI of BPM capabilities to the overall organization Start shaping Process-driven Organization and Tools

Outcomes Agreement on target processes Business case for implementing Demonstrate the value of BPM by enabling impactful process BPM with chosen processes to address and implementation Impact analysis on current change and optimization path to follow Validate implementation path organization, ways of working, Management aware of and IT architecture and draw lessons from benefits, costs and risks of successes and challenges BPM technology experienced during pilot deployments High-Level planning of Process portfolio creation Organization Assimilation Roadmap and key steps to extend BPM to the overall organization


SOA Workshop V2.0

41

Approach to Introduce BPM Step: IdentifyBPM capabilities and how these can be used to optimize and manage todays business processes will be the focus of this initial step. Awareness of the Value of BPM is the main goal

InformProvide introductions to BPM through presentations and workshops to make aware of methods and techniques of BPM capabilities

AwareManagement will get acquaintance with BPM principles, technologies and tools and identify potential benefits and challenges

IdentifyGather process information and identify potential high-impact business processes that would benefit from BPM capabilities.

EvaluateThe initial process improvement opportunities are evaluated and classified according to perceived benefits and risks and the organization impact by introducing BPM are well understoodActivity Outcome


SOA Workshop V2.0

42

Approach to Introduce BPM Step: AssessDuring this step the objective is to assess the current Business and IT architecture. We will identify their readiness to support the capabilities introduced by BPM and evaluate the business impact

GatherUnderstand the current Business and Technical Architecture by gathering strategy, organization and architecture information and assess against Accentures experience and knowledge capital

Impact AnalysisA gap analysis of the 3 key enablers of change: process, technology and organization will be created to identify how they must evolve to introduce BPM and SOA effectively.

MeasureAnalyze the value-added to the organization from the BPM initiatives by refining the orchestration scenarios chosen, identifying benefits and risks and estimating costs.

Business CaseA Business case for each process improvement initiative will be created which will justify the required benefits and will be a baseline to monitor capability realization.Activity Outcome


SOA Workshop V2.0

43

Approach to Introduce BPM Step: Tactical PilotsTactical pilots are the best way to introduce BPM and SOA capabilities and skills to the organization and demonstrate the value of the technologies and methods

GatherGather detailed capability requirements to build (process modeling, analysis or integration) through pilots and define an initiatives plan to acquire the tools and techniques to enable BPM and SOA.

Implementation PlanWith a detail plan to BPM and SOA capability building you will start your pilots by evaluating the tools and the organization changes that will support these new capabilities.

ImplementIntroducing BPM tools into the Enterprise Architecture and following a process-driven implementation approach will kick-start the understanding of how to use BPM and SOA to enable process change

Skills and TechniquesLessons will be drawn, skills and techniques will be gained from pilot deployments. Actions can then be taken to adapt approaches and technology infrastructure to enable full potential of BPMActivity Outcome


SOA Workshop V2.0

44

Approach to Introduce BPM Step: Plan AssimilationThe final step towards a process-driven organization will consist of a detailed roadmap for the assimilation by the organization of the new process change capabilities created

GatherEvaluate the return to the organization from the tactical pilots and identify business benefits of assimilating the capabilities gained enterprise-wide.

Future PlansHigh-level plans to Create a Process Portfolio and Roadmap implementation.

DiscussThrough workshops and meetings start shaping a Process Governance group and identify key organizations changes and learning exercises to support BPM and SOA.

Assimilation RoadmapA Roadmap will be defined to implement the BPM vision. Key steps to realize a process-centric organization will be identified and clarified.Activity Outcome


SOA Workshop V2.0

45

Appendix: High level architectural services typical of a BPM solution, mapped to Accentures Web services stack services2 1

Business Process Design

3

1 2Analysis

1 2Modeling

5Managing

6 4

Process Execution Engine

4Orchestration Engine

5Monitoring

4Routing

1 2 3 4 5

Process Modeling Simulation Workbench Process Repository Distributed and Parallel Process Execution Engine Workflow Automation and Rule Engine Process Monitoring, Optimization and Mgt. Tools

Process Automation

Workflow Management

3Exception Handling State Management

3Logging

Transactional Services

4Registration Services

4Activation Services

4Coordination Services


SOA Workshop V2.0

46

Accenture - Soa Workshop - Usiness Process Management Pov v2.0 (July, 2006)[1]

Documents