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© 2010 IBM Corporation
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© 2010 IBM Corporation
The role of BPMN in a linked world… and how that relates to doing BPM and EA together
June 2010
© 2010 IBM Corporation3
Agenda
A little bit of history
The reality of BPMN 2.0
BPMN 2.0 in a linked world
BPMN 2.0 and Business Agility
© 2010 IBM Corporation4
Agenda
A little bit of history
The reality of BPMN 2.0
BPMN 2.0 in a linked world
BPMN 2.0 and Business Agility
© 2010 IBM Corporation6
What is SOA?
SOA is…
Service Oriented Architecture.
A way of thinking.
A means of aligning Business with Information Technology.
An architectural style for the design of business applications in terms of flexible, reusable, loosely coupled service assets.
SOA is not…
A standard.
A specification.
A programming model.
A platform.
A little bit of history
© 2010 IBM Corporation7
What Value does SOA Provide?
An ability to adapt to change.
An ability to accelerate change.
An ability to deliver innovative business solutions.
An ability to shift spending towards new capabilities.
An ability to reduce operating cost.
An ability to improve competitiveness.
An ability to be flexible thru reuse and open standards.
A little bit of history
© 2010 IBM Corporation8
… and then we combined SOA with BPM to drive higher value
A little bit of history
© 2010 IBM Corporation9
BPM bridges the gap between business and IT
Business people know which business processes and events are relevant, but aren’t equipped to implement SOA
IT people often don't know which business events and transactions impact business processes
These challenges inhibit LOB and IT from quickly driving innovation, managing risk and enabling change
A little bit of history
© 2010 IBM Corporation10
BPM continuously improves processes and aligns functions that span business,IT systems, manual tasks, and information
At its core, BPM takes rigid, siloed processes and transforms them into flexible, choreographed business services that work together to create substantial business value through internal and marketplace innovation in order to adapt to faster and more transformative change and global economic challenges
What is Business Process Management ?
Software
Business Processes
Expertise
Improved Performance
GreaterVisibility
Agility and Innovations
BPM is a discipline consisting of software and expertise to improve the performance, visibility, and agility of business processes and facilitate business innovation
FinanceOperations
Partners
Customers
Sales
A little bit of history
© 2010 IBM Corporation1212
We face the challenge of accelerating market shifts
Rising consumer expectations compel improvements in speed and personalization
Rapid swings in economic and commodity markets highlight lack of adaptability
Lower barriers to entry in a digital, flat world, enable fast and easy access by new competitors
To optimize business performance, organizations must learn to dynamically adapt and respond with agility-enabled technology
A little bit of history
© 2010 IBM Corporation13
How do businesses build agility to adapt and respond dynamically?
But rigid IT systems, inflexible processes, and application silos inhibit agility and performance
A little bit of history
© 2010 IBM Corporation14
Business leaders have identified business agility as their top priority to improve business performance
“The key to successful transformation is changing our mind-set. For large companies, it is easy to be complacent-we have to change this. Our company culture must have a built-in change mechanism.”
*Source: IBM, 2008 Global CEO Study
Eight out of ten CEOs said their organizations were facing substantial or very substantial change over the next three years
The gap between the need to change and the ability to change
is growing
“We have seen more change in the last ten years than in the previous 90.”
A little bit of history
© 2010 IBM Corporation15
Yesterday’s best in class… is no longer good enough
Workforce:26% more productive in a decade
Oil Recovery Factor:Up 15 points since 1970s
Supplier Lead Time:62% faster in 2 years
Dock to Stock:50% faster in 2 years
IT Services:25% faster in 2 years
Tomorrow’s leaders must find new ways to grow
Sources: United States Bureau of Labor Statistics, United States Department of Energy, IBM Benchmarking Programs
A little bit of history
© 2010 IBM Corporation16
Combining advanced business capabilities as needed to deliver new levels of agility.
RulesEvents
Monitoring
Content
Collaboration
Analytics
Detect changing business situations by capturing and correlating events from multiple sources
Adapt and respond dynamically by automating decisions
Solve complex business problems and predict outcomes for strategic decisions and actions
Improve business performance by enabling your internal and external business network to work together
Seamlessly integrating active content with automated business activities
Identify performance gaps and improvement opportunities by monitoring business activities in real-time
Collect new information required to take advantage of new business opportunities
Dynamically modify business processes as business needs change
ProcessInformation
A little bit of history
© 2010 IBM Corporation17
Agenda
A little bit of history
The reality of BPMN 2.0
BPMN 2.0 in a linked world
BPMN 2.0 and Business Agility
© 2010 IBM Corporation18
What is BPMN 2.0?
BPMN 2.0 is…
A formal industry standard.
A standardized way of expressing processes (common visual language).
Applicable (with value) to a pure business domain.
A foundation for standardized exchange of process resources.
Executable at the highest level of detail.
BPMN 2.0 is not…
A substitute for SOA standards.
A process editor (but it can support one).
A programming model.
A platform.
A discipline.
An architectural approach.
The reality of BPMN 2.0
© 2010 IBM Corporation19
What is BPMN 2.0…Business Process Modeling Notation ... that is readily understandable by all business users, from the business analysts that create the initial draft of the processes, to the technical developers responsible for implementing … the processes, to the business people that will manage and monitor the processes”
OMG BPMN 2.0 Specification
More than just shapes and lines. Every shape and line has an associated meaning.
Intended to support different levels of abstraction. From very high level, to detailed executable processes.
Targeting different audiences (meaning it has to be applied in context). From the business user who documents and analyzes the process to the process engineer who implements the process
Amalgamation of best practices within business modeling community for:• Processes• Collaborations
•Interaction of 2 or more process participants• Choreography
•Expected external behavior (contract) between interacting process participants
The reality of BPMN 2.0
© 2010 IBM Corporation20
Process ModelingConformance
Process ExecutionConformance
BPEL Process ExecutionConformance
Choreography ConformanceCompleteConformance
Applicable to authoring tools Applicable to runtime/ simulation
• Process, Collaboration and Conversation diagrams
• All modeling elements applicableto Process, Collaboration andConversation definitions
• Import / export• Support of visual notation• Authoring of execution semantics
• Choreography diagrams (plus Collaboration with choreography)• All choreography modeling elements• Import / export• Support of visual notation (tools)• Authoring (tools) / support (runtime) of execution semantics
• Full process model semantics• “Native” BPMN deployment
• WS-BPEL subset of processmodel semantics
• “Native” BPMN deployment
BPMN 2.0 Conformance LevelsThe reality of BPMN 2.0
© 2010 IBM Corporation21
Bruce Silver – BPMN Method and Style
Levels of BPMN 2.0 usage– Descriptive – mainline
process modeling suitable for business user
– Analytic – full process modeling for documentation and analysis suitable for Business/ Process Analyst
– Common Executable – full process modeling for execution suitable for Process Engineer
In combination with standard conformance levels provides a way of partitioning BPMN into usage sets
– progressive disclosure– staged delivery– role-appropriate
Process ModelingConformance
Process ExecutionConformance
BPEL Process Execution
Conformance
Choreography Conformance
Applicable to authoring tools Applicable to runtime/ simulation
Expo
sed
Con
cept
s
Few
All
Modeling DetailPartial Full
Analytic
Descriptive
Common Executable
http://www.amazon.com/BPMN-Method-Style-levels-based-methodology/dp/0982368100http://www.amazon.com/Modeling-Reference-Guide-Stephen-White/dp/0977752720
The reality of BPMN 2.0
© 2010 IBM Corporation22
Agenda
A little bit of history
The reality of BPMN 2.0
BPMN 2.0 in a linked world
BPMN 2.0 and Business Agility
© 2010 IBM Corporation23
“Stop copying, start linking”
“The classical exchange-by-copy approach to cross-domain collaboration does not scale well in a large model-driven enterprise. At best it results in a brittle and difficult to maintain model architecture, at worst it leads to misunderstandings and uncoordinated efforts that will significantly hurt an emerging modeling culture. Effective collaboration across modeling domains based on robust maintainable model architectures will be a key differentiator for successful enterprises in their drive toward continuous business performance and services optimization. To that end, such enterprises need to stop copying and start linking.”
What does that say about the need for BPMN 2.0?– Standardized exchange is only one part of the value proposition of BPMN 2.0– There are scenarios where “cloning” is appropriate (seeding a domain with cloned and
auto-linked content from a different domain)
BPMN 2.0 in a linked world
© 2010 IBM Corporation24
2.1 2.1.1 2.1.2 2.1.3
latestrepository
target version
FEEDBACK & UPDATE
(no common ancestor)
feedback compliance & possibly improved target
possibly updatedtarget version
1.4 1.5 1.6
settarget
Solution model changes(may or may not originate in the target set)
Planning model changes from continuous evolution(may or may not originate in feedback from solution model changes)
1.7
Delivery(continuous)
Planning(continuous)
cascadeupdated target
by inference
Building Codes
City Plan
Skyscraper
Target & Feedback – Architecture Governance Pattern“Stop copying, start linking”
BPMN 2.0 in a linked world
© 2010 IBM Corporation25
Example: Light weight link based Enterprise Governance
Process Blueprint
Process Model
Define Enterprise Architecture with Rational System Architect
Analyze & Design Processes with WebSphere Business Compass & Business Modeler
• People-centric : collaboration across tools• Cross tool visibility – many-to-many relationships• Tool assisted management – managed relationships• Light weight coordination (focus on synergies)
Inference links
Information Blueprint
Architectural Principle
..…
Process Model
Process Model
..…
Webinar June 24th:BPM and EA for better business outcomes
BPMN 2.0 in a linked world
© 2010 IBM Corporation26
Planned improvement
Process portfolio optimization
Multiple projects
#1: BPM with EA principles #2: EA governance #3: Accelerate design of new BPM processes
TransitionPlanning
ArchitectureGovernance
Enterprise Architecture= “the city plan”
Portfolio baseline
LinkLink
Read & clone
Three key scenariosBPMN 2.0 in a linked world
© 2010 IBM Corporation27
Agenda
A little bit of history
The reality of BPMN 2.0
BPMN 2.0 in a linked world
BPMN 2.0 and Business Agility
© 2010 IBM Corporation28
Enabled By SOA & BPMBuild on the business/IT alignment and robust architecture provided by SOA and BPM together
Business Performance Optimization
• Continuous business performance optimization (business processes as well as business services)
• Rooted in enterprise models and analytics
Business Engineering
• The science of business transformation
• Digitize Business Engineering
• Overcome the communication chasm between business and IT
The Smart Enterprise• Transition from focusing only on efficiency to holistically balancing effectiveness and efficiency• Evolve from an IT solution focus to an enterprise value perspective
BPMN 2.0 and Business Agility
Move Beyond Alignment and Synchronization to the Convergence of Business and IT
© 2010 IBM Corporation29
Organizations can approach Business Agility using multiple levers…
Business Agility Business Model Innovation
Dynamic Business Strategy
Real-time Visibility and
Control
Service Orientation and
Optimization
Dynamic Business
Technology
Interlocked Governance
Structure
Dynamic fact-based decision
making
Predictive Analytics
Dynamic Collaboration
Internally & Externally
Business Process
Excellence
Adaptive Business Architecture
BPMN 2.0 and Business Agility
© 2010 IBM Corporation30
Actionable or not?
To be actionable, architecture (and requirements) must be
– Contextual• Purpose, motivation, priority, scope, time horizon etc.
– Collaborative• Available to and accessible by all stakeholders to get participation and commitment• … often even collaboratively evolved
– Connected• Traceably linked across purposes, domains etc.• … including appropriate levels of change and configuration management
– Consumable• Can be understood from (different) stakeholder perspectives and viewpoints as
required for their understanding and buy-in
BPMN 2.0 and Business Agility
© 2010 IBM Corporation31
Actionable Business Architecture focuses traceability from Business Strategy through to Service Realizations
-
-
s
Business Processes
Services (Atomic and Composite)
Service Components
<<Object>> <<Object>>
<<Object>>
Business Strategy & Strategic Business Objectives Capability Maps
Business Strategy Summary
Strategic and Business
Objectives
BPMN 2.0 and Business Agility
© 2010 IBM Corporation32
Is it possible to get to Level 3 without something like BPMN 2.0?
Level 2 Awareness
Some level of process documentation and automation of human tasks. Business process integration is minimal. Execution traceable to strategic objectives. KPI’s defined but not adequately leveraged. Governance framework loosely
defined.
Level 1 Initial
Business processes are ad-hoc and workflows are minimally automated. Business users are dependent on IT to make process changes. Process
redundancy is the norm. Business processes locked in application. Processes and KPI’s minimally documented. Metrics are not available and rarely used to
track performance.
Level 3Standardized
Business Architecture defined. Business performance metrics are monitored and measured. Business Processes are standardized, explicit, visible, and reusable. Governance models in place for process management & improvement. Portfolio of business policies, rules, processes and services is managed.
Level 4Dynamic
Business driven process optimization. Business users can make frequent and regular business changes (processes, information, rules, or events). Business performance is measured and updated for continuous improvement. Business and IT can make frequent changes as IT model represents how the business operates
Level 5Agile
Business and IT are converged and have collaborated are prepared to handle unpredicted changes. Agile operating model in place that responds to unpredicted changes in business markets. Dynamic and context aware processes, services, and policies. Continuous Optimization and sustained innovation occurs. Business analytics flag and proactively alert when business results are out of range and dynamically identify what could be changedBusiness
Value
Maturity
BPMN 2.0 and Business Agility
© 2010 IBM Corporation33
Get started on the path to agility, performance, and growth TODAY !
• Learn more about Continuous improvement with BPM and EA together
• Learn more about how to stop copying and start linking
• Read case studies to see real examples of business value derived by BPM enabled by SOA
• Learn about business integrity & performance and how it relates to BPM and SOA
Contact an IBM Representative to schedule a no-cost BPM Discovery Session and let us show you how BPM can help optimize your business
www.bpmBlueWorks.com
© 2010 IBM Corporation34
Jam with BPM BlueWorks
At the conclusion of the webinar BPM BlueWorks (@BPMBlueWorks) will be moderating an interactive TweetJam on this BPMN, EA, &BPM topic. We will be joined by our presenters Claus Jensen (@ClausTorpJensen), and Jasmine Basrai (@jbasrai) as well as BPMN expert Stephen White, and Enterprise Architecture experts Robert Shields (@rshields14), Martin Owen (@MartinOwenuk) and Brian Fialho (@ibmrational) and we will be joined by other EA & BPM experts to discuss questions and ideas that you think will shape this topic.
•Is BPMN 2.0 relevant to the business?•How important do you think BPMN 2.0 is to your company?•How important is the ability to execute a process model directly?•Which comes first, BPM or EA? •What are effective ways of creating a common goal and language across business and IT?
During this Jam session we want to hear from you, what your thoughts are on these topics, how you have seen them implemented at your company, and how you think things will change as this topic matures. We look forward to hearing from you in the TweetJam.
To participate simply go to Twitter and follow the #bpmbw hash tag, or follow any of the participants listed above. We look forward to hearing from you in the TweetJam
www.twitter.com/BPMBlueWorks