bpm model preserving strategy vs. model transforming strategy
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Copyright 2009
Model Strategy:Model Strategy:Preserving vs. Preserving vs. TransformingTransforming
Keith SwensonTechnical Committee Chairman WfMCVice President of R&D Fujitsu Computer Systems
http://kswenson.wordpress.com/
Keith D Swenson http://kswenson.wordpress.com/
Overview
• Definition of Model Strategy– Model Preserving Strategy– Model Transforming Strategy
• Tradeoffs– Analytics– Simulation– Error Correction– Performance
• Designing for Change• Process Ecosystem• Dynamic BPM
Keith D Swenson http://kswenson.wordpress.com/
Three Kinds of Change
• Business Process Enactment: – the business process as it moves from the beginning to the
end of handling a single case. The process definition does not normally change here, only the process instance or context that records the state of a particular case changes.
• Business Process Lifecycle: – these are the changes that a business process goes through
from initial concept, to modeling, to integration, and finally to deployment into an enactment environment.
• Business Process Improvement: – the change to a business process that occurs over time
through repeated use of the business process lifecycle followed by analysis of how well that version of the business process worked.
Keith D Swenson http://kswenson.wordpress.com/
Lifecycle Example – 3 Key Roles
A Business Process Analyst has insight into the business itself, and also has skills being able to model that process.
A Systems Engineer performs the work of integrating the process with the other systems in the organization.
In the enactment environment are Administrators and Users who interact with the running processes.
MODEL MODEL MODEL
Keith D Swenson http://kswenson.wordpress.com/
Model Transforming Strategy
• Transformed between domains• optimized for that domain• can take advantages of specific capabilities
Often is dramatic change without any apparentcorrelation between the parts of the different models.
Keith D Swenson http://kswenson.wordpress.com/
Model Preserving Strategy
Preserving means that the model remains substantially the same in all domains.
Keith D Swenson http://kswenson.wordpress.com/
Analytics
Analytics provides informationabout how long each activity takes, how oftenbranches are takenin the execution environment
?
Analytic results on a transformed modelmay not be meaningful to the business user.
Keith D Swenson http://kswenson.wordpress.com/
Simulation & Optimization
Simulation attempts to estimate how well a processwill run in real environment.
Optimization attempts to findthe best configuration.
Simulation results on the business model may not be valid or meaningful if the execution model is different.
Keith D Swenson http://kswenson.wordpress.com/
Round-Trip Difficulties
?Ability to return to original model with all the extensions ofthe system engineer is not always possible.Transformed model does not always contain all the informationfrom the previous domain.
With Model Preserving Strategy round-trip is a given.
Keith D Swenson http://kswenson.wordpress.com/
Agile Development
Get 100% of businessdomain work done…
Business and System work can be done at any timewithout any time gap. System engineer can suggestchanges to business model. They work together on the same model because it is preserved.
Get 100% of system domain work done.
Forces a “fast waterfall”
approach.
Keith D Swenson http://kswenson.wordpress.com/
Error Resolution
If a process hits a businessproblem that was not anticipatedby the process, then a person must get involved to determinethe correct resolution to the problem.
?
If may be difficult for a business person to recognize the error situation, or to determine thecorrect rule modification, if the executing model is different from what they originally drew.
Keith D Swenson http://kswenson.wordpress.com/
Optimization & Performance – Within Domain
Model leveragesbusinessperson skills.
Model leveragesengineering and
programmingskills.
Model canuse specialexecution
optimizations
Keith D Swenson http://kswenson.wordpress.com/
Tradeoffs
• Model Transforming Strategy– Preferred by systems engineers and
useful for high performance execution.
• Model Preserving Strategy– Best if you want the business person to be
in control of the processes.
– Enables better simulation, optimization, analytics, error correction, round trip, and agile development of business processes.
– Brings business and process together.
Keith D Swenson http://kswenson.wordpress.com/
Process Design Goals Vary
• Facilitators– someone who diagrams a business process that
uses people to do things that cannot be automated.
– the facilitator needs a process diagram that describes what the people do, not what the computer does.
• Automators– someone who is taking a manual business
process and is attempting to replace humans with computer systems.
– focuses on the inputs and outputs of human activity, and writes software to produce the same outputs automatically.
– a.k.a. Straight Thru Processing
Keith D Swenson http://kswenson.wordpress.com/
Comparison
• Facilitator Diagram– Good for training participants on what they
have to do, and what others are doing– Shows Roles and Responsibilities
• Automator Diagram– Good for programmers / system
administrators to understand what the system is doing
– Shows what data is flowing where
• Both Diagrams Drawn with BPMN!
Keith D Swenson http://kswenson.wordpress.com/
Inescapable Conclusions
• The way that you model a given process in BPMN depends upon the methodology you use, and the assumptions you make about the technology that will support the process.
• A given BPMN diagram can execute only on a process engine that corresponds to the assumptions that are built into the diagram.
• Yet, BPMN is still extremely valuable in giving people a common set of symbols.
Keith D Swenson http://kswenson.wordpress.com/
Modeling for a Change
• For change to be easy– Representation must be “natural”– Conceptually matching what people do– Mimicking organizational structure, job
functions, and roles
• Transforming the diagram into a “reduced” list makes it hard to change– Can actually reduce Agility
• E.g.: a “map” vs. “directions”
Keith D Swenson http://kswenson.wordpress.com/
Process Design Ecosystem
Vendor FVendor E
SOA DesignWorkflow Design
Vendor C Vendor DVendor BVendor A
Process Discovery Process Simulation
Process Execution
Process Modeling
Process Model Repository
Process Optimization
Process Execution
Executable Model Repository (e.g. XPDL)
Executable Model Repository (e.g. BPEL)
Discovery Ownership/Issue
Resources/Time
Goals/Strategies
BPMN BPMN BPMN BPMN
Keith D Swenson http://kswenson.wordpress.com/
Process Design Ecosystem
Vendor FVendor E
SOA DesignWorkflow Design
Vendor C Vendor DVendor BVendor A
Process Discovery Process Simulation
Process Execution
Process Modeling
Process Model Repository
Process Optimization
Process Execution
Executable Model Repository (e.g. XPDL)
Executable Model Repository (e.g. BPEL)
Discovery Ownership/Issue
Resources/Time
Goals/Strategies
BPMN BPMN BPMN BPMN
Lifecycle (To Execution)
Keith D Swenson http://kswenson.wordpress.com/
BPM Suite
TrendsS
truc
ture
d
Fle
xibl
e
Uns
truc
ture
d
EnterpriseIntegration
Workflow
BPMOrchestration
HumanOriented
BPM
Social Networks
1990’s Today
?
Dynamic BPMCase Mgmt
Keith D Swenson http://kswenson.wordpress.com/
Dynamic BPM Use Case: Fighting Fires
• Challenge for Responders– Speed– Information– Coordination of Teams
• Unpredictable …– Fixed plan can not
anticipate changing needs– Plan elaborated as you work– Composed from fragments– Respond to situation
Keith D Swenson http://kswenson.wordpress.com/
Social Network & Dynamic BPM
• No strong distinction between “designers” and “users”. Blending of domains.
• Design at the same time as running.
• Unified, continuously updated, process
Model Preserving Strategy is a Requirement
Keith D Swenson http://kswenson.wordpress.com/
Review
• Definition of Model Strategy– Model Preserving Strategy– Model Transforming Strategy
• Tradeoffs– Analytics– Simulation– Error Correction– Performance
• Designing for Change• Process Ecosystem• Dynamic BPM
Keith D Swenson http://kswenson.wordpress.com/
References & Discussion Sources
• Blog Entrieshttp://kswenson.wordpress.com/2009/02/09/model-strategy-preserving-vs-transforming/
http://kswenson.wordpress.com/2009/02/11/model-strategy-analytics/
http://kswenson.wordpress.com/2009/02/12/model-strategy-round-trip-agile-development/
http://kswenson.wordpress.com/2009/02/13/model-strategy-performance/
http://kswenson.wordpress.com/2009/02/14/model-strategy-simulation/
• Workflow Handbook 2009“Two Strategies for Handling Models:
Preserving vs. Transforming” pp197-210http://www.futstrat.com/books/handbook09.php
Keith D Swenson http://kswenson.wordpress.com/
BPM In Practice: A Primer for BPM & Workflow Standards
• All of this and more is covered in this new book from Keith Swenson and Robert Shapiro available at:
http://www.lulu.com/content/2244958
• See the related blog at:
http://kswenson.wordpress.com/books
Keith D Swenson http://kswenson.wordpress.com/
Process Thought Leadership
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