aligning bpm and ea

Sandy Kemsley l www.column2.com l @skemsley

Architecting A Business

Process Environment

Aligning BPM and EA

My History in BPM

l Mid-late 80’s: from satellite imaging to

document imaging to workflow

l Early 90’s: desktop imaging/workflow

product

l Mid-late 90’s: integrate imaging, workflow,

EAI and e-commerce systems

l 2000-1: FileNet (now IBM) BPM evangelist

l 2002-now: process architect and BPM

industry analyst

2 Copyright Kemsley Design Ltd., 2011

My BPM Calling Card

l Column2.com: “a blog about BPM,

Enterprise 2.0 and technology trends in

business”

l Community of up to 3,000/day

l Best known for: l Conference blogging

l Product reviews

l Independent opinions


Agenda

l What is Enterprise Architecture?

l What is Business Process Management?

l EA-BPM Relationships and Synergies

l Model Types and Interactions

l Using BPMN 2.0 (Business Process Model

and Notation)


Definitions of EA and BPM

Copyright Kemsley Design Ltd., 2011 5

What is EA?

EA is the process of translating business vision

and strategy into effective organizational change

by creating, communicating and improving the key

requirements, principles and models that describe

the organization’s future state and enable its

evolution.

Gartner


What Is EA?

1. A formal description of a system, or a

detailed plan of the system at a

component level to guide its

implementation

- OR -

2. The structure of components, their inter-

relationships, and the principles and

guidelines governing their design and

evolution over time

TOGAF


What Is EA?

An architectural discipline that merges

strategic business and IT objectives with

opportunities for change and governs the

resulting change initiatives

IBM


EA Defined

l Strategy (evolutionary path) to achieve

desired business future state

l Artefacts for documenting and

communicating strategy

l Many methodologies/frameworks: may be

a process, a taxonomy or a practice


EA Goals

l Enterprise planning l Describe current and future state of the

structure of an enterprise

l Business-IT alignment l Links between business/technology artefacts

l Business visibility and measurement

l Change-friendly capability delivery l Adaptable and agile for continuous change


What is BPM?

BPM is a management discipline that treats

processes as assets that directly contribute to

enterprise performance by driving operational

excellence and business process agility.

BPM employs methods, policies, metrics,

management practices and software tools to

continuously optimize the organization’s

processes to improve business performance

against goals and objectives

Gartner


BPM Defined

l A management discipline for improving

cross-functional business processes

l The methods and technology tools used to

manage and optimize business processes



BPM Goals

l Efficiency l Automating steps and handoffs

l Integrating systems and data sources

l Compliance l Achieving and proving standardization

l Agility l Changing processes quickly and easily

l Visibility l See what’s happening in a process

Synergies and Benefits


Overlapping, Not Concentric

EA

• Strategy

• Targets

• Models

BPM

• Models

• Execution

• Metrics


Linking EA and BPM

l Connect EA strategy and BPM execution

tactics l EA shows what needs to be done to get from

strategy to execution

l BPM is an accelerator that turns EA concepts

into BPM initiatives to facilitate that goal

l Natural synergy from planning to solution

delivery


Sharing Between EA and BPM:

Participants

l Chief architect

l Business architect

l Process architect

l Each needs to participate in both EA team

and BPM center of excellence (CoE)



Activities

l End-to-end enterprise process modeling

l Conceptual and logical process design

l Establish process standards

l Establish and maintain artefact repository



Key Models

l Process models l Functional flow between people and systems

l Organizational models l Roles, skills, hierarchy

l Data models l Information structures shared by systems



Goals and Performance Indicators

l EA creates targets for business

measurement l Future state models

l Requirements and principles

l BPM feeds back metrics to assess EA

targets l Inform and improve planning with actual

performance data


EA-BPM Additional Benefits

l EA helps BPM to evolve from a project to a

centre of excellence (CoE) l Widen scope to holistic end-to-end processes

l Sharing of resources, artefacts and repositories

l Encourage governance and standards

l BPM encourages process thinking in EA l Focus on end-to-end processes

l Push for service-oriented architecture


EA and BPM: Better Together


From IBM White Paper: “Continuous improvement with BPM and EA Together”

Separation of Concerns

l Scheduling: l Enterprise planning versus solution delivery

l Ongoing activities versus project-specific

l Artefacts: l Suitability for planning versus design

l Shared versus one-way translation versus bi-

directional round-trip

l Usability for different audiences


Model Types And Interactions


Horizontal and Vertical Model

Alignment

l Linking process models to other model

types in a taxonomy: l Data

l Organizational

l Security

l Rules

l Events

l Process models: levels and usages


Copyright Kemsley Design Ltd., 2011 27 From IBM White Paper: “Continuous improvement with BPM and EA Together”

Interrelated Model Types

l Process models

l Organizational models

l Data models

l Security models

l Event models

l Rules models


Process

Data

Organization

Security Rules

Events

Linking Process and Data Models

l Process activities require data input/output l Information presented to or gathered from

person

l Data passed to or from automated service

l Process design includes process instance

data model l Subset of enterprise data model


Linking Process, Organizational

and Security Models

l Process activities require specific skills or

security access levels

l Process activities assigned to roles

l Process activities may use implied

organizational hierarchy


Linking Process and Rule Models

l Process decisions represent business rules l Branching/routing decisions

l Data validation

l Get/set data values

l Rules can be externalized as decision

services, or inherent in process model


Linking Process and Event

Models

l Events are external actions (information or

control) that impact that process l Event triggers a process

l Process triggers an event

l Event interrupts or diverts process

l Events increase process responsiveness to

changing conditions


Event-Driven Process


Process Model Levels

l EA l Strategy: processes linked to business

motivation and strategies

l BPM l Documentation: implementation-independent

models for as-is/to-be analysis

l Implementation: model-driven design in a BPM

system (BPMS)


Different Perspectives on Process

Models

l Different modeling tools: l Process modeling in EA tool

l Standalone business process analysis (BPA)

tool

l Visio and other unstructured environments

l Business perspective in BPMS tool

l Technical/design perspective in BPMS tool

l Translations between perspectives and

tools


Process Models In Practice


Why BPMN?

l OMG-supported standard

l Support by many tool vendors

l Training and certification programs

l Ongoing enhancements in BPMN 2.0: l Advanced event modeling

l Serialization for model interchange

l Execution semantics


BPMN: The Rosetta Stone of

Process


l Enables

communication

between different

audiences: l Business users

l Business analysts

l Technical

implementers

Process Model Hall of Shame.pptx

BPMN Is Simple...

l Activity

l Gateway

l Event

l Data

Source: http://bpmb.de/poster

The BPMN 2.0 Problem

l More than 100 elements

l Unlikely to be fully understood by most

experts, much less users

l Unlikely to be fully supported by most

vendors

l Has led to rejection of BPMN in favor of

“simpler” modeling paradigms


Source: M. zur Muehlen,

Stevens Institute of

Technology

The BPMN 2.0 Solution

l Not everyone needs to learn everything

l Group BPMN elements into sets used by

different personas l Business user

l Business analyst

l Architect/developer

l Each level adds more detail to model

BPMN 2.0 Subclasses

Executable

Analytic

Descriptive

Simple

l Simple: start, end,

task, sequence flow,

AND, OR, subprocess

l Descriptive: add task

types, event types,

swimlanes, message

flows, data objects

l Analytic: full enterprise

architecture modelling

l Executable: complete

set for executable

models Copyright Kemsley Design Ltd., 2011 50

What Do Business Users Really

Need?

l Smaller subset of elements (?) l Depends on user skills/aptitude

l Comprehension of BPMN without

necessarily being able to model: l Work with analysts to capture processes

l Review and approve models, with a cheat sheet

or generous annotation

A Hierarchy Of Process Models

l Different perspectives from EA to BPM: l Milestones: major phases

l Handoffs: transitions between roles and organizations

l Decisions: major decision points and exception paths

l Procedures: requirements-level view of process

(zur Muehlen on BEA and DoDAF)


Summary


BPM In An EA Context

l Defining BPM and EA

l Synergies l Participants

l Activities

l Models

l Goals

l Model types and interactions

l Process modeling in practice


Questions?

Sandy Kemsley

Kemsley Design Ltd.

email: [email protected]

blog: www.column2.com

twitter: @skemsley
