SlideShare a Scribd company logo
1 of 81
Download to read offline
Introduction To BPM




Sandy Kemsley l www.column2.com l @skemsley


                   Copyright Kemsley Design Ltd., 2011   1
My History in BPM
   l   Mid-late 80’s: from satellite imaging to
       document imaging to workflow
   l   Early 90’s: built desktop imaging/workflow
       product
   l   Mid-late 90’s: integrate custom imaging,
       workflow, EAI and e-commerce systems
   l   2000-1: FileNet BPM evangelist
   l   2002-now: BPM and Enterprise 2.0
       consulting, blogger and industry analyst
                    Copyright Kemsley Design Ltd., 2011   2
Agenda
   l   Defining BPM
       l   The methodology and the technology
       l   The value of BPM

   l   Evolution of the BPMS
   l   Trends in BPM and BPMS
   l   Implementing a BPMS
       l   Use cases and BPMS characteristics
       l   Started and growing a BPM initiative


                      Copyright Kemsley Design Ltd., 2011   3
Part 1

Defining BPM

         Copyright Kemsley Design Ltd., 2011   4
Methodology AND Technology

         Copyright Kemsley Design Ltd., 2011   5
What is BPM?
    BPM is a management practice that provides for
    governance of a business’ process environment
    toward the goal of improving agility and
    operational performance.
    BPM is a structured approach employing methods,
    policies, metrics, management practices and
    software tools to manage and continuously
    optimize an organization’s activities and
    processes.
                                                       Gartner

                 Copyright Kemsley Design Ltd., 2011             6
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




                  Copyright Kemsley Design Ltd., 2011   7
The Value of BPM

          Copyright Kemsley Design Ltd., 2011   8
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

                      Copyright Kemsley Design Ltd., 2008   9
Benefits of BPM
   l   Process improvement
       l   Cost savings
       l   Increased revenue
       l   Improved time-to-market
       l   Additional business opportunities

   l   Business agility through process agility
   l   Self-documenting processes



                      Copyright Kemsley Design Ltd., 2008   10
Part 2

The Evolution of BPMS

         Copyright Kemsley Design Ltd., 2011   11
History of BPM to mid-2000’s
                                         BPM Suite

             “Pure-play” BPM                                    “Integration-focused” BPM


      Workflow         Lightweight EAI                 Simple workflow         EAI/IBS
                            (OEM)                          (build)
 (person-to-person)                                                      (system-to-system)




                                                                                 extend
         extend




  Business activity
    monitoring                      Business rules
                                                                                B2Bi
 Process governance
                                  Process modeling
 Process simulation


 Administrative BPM                Collaborative BPM
                                Copyright Kemsley Design Ltd., 2011         Embedded BPM
                                                                           12
From 2005 To Now
   l   Model-driven development
   l   Emergence of standards
   l   Integration of key related technologies
   l   Social software impacts
   l   Composite development environment
   l   Market convergence and consolidation



                   Copyright Kemsley Design Ltd., 2011   13
What’s In Today’s BPMS?
   l   Process modeling                      l     Monitoring and
   l   Execution engine                            governance
   l   User interfaces,                      l     Dashboards,
       including social                            reporting and
       and collaborative                           analysis
   l   Integration                           l     Simulation and
                                                   optimization
   l   Business rules
                                             l     Application
                                                   templates

                     Copyright Kemsley Design Ltd., 2011            14
The BPM Cycle
                               Discover



          Optimize                                    Design




          Analyze                                     Build



                                Execute




                Copyright Kemsley Design Ltd., 2011            15
Importance of Model-Driven BPM
   l   Reduces need for custom development
       l   Graphical model auto-translates to executing
           process: “zero code” BPM
       l   IT resistance to ceding control

   l   Enables business-IT collaboration
       l   Business people can create and view process
           models
       l   Business resistance to participation



                      Copyright Kemsley Design Ltd., 2011   16
BPM Standards

         Copyright Kemsley Design Ltd., 2011   17
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 modelling
       l   Serialization for model interchange
       l   Execution semantics



                      Copyright Kemsley Design Ltd., 2011   18
BPMN: The Rosetta Stone of
Process
   l   Enables
       communication
       between different
       audiences:
       l   Business users
       l   Business analysts
       l   Technical
           implementers




                      Copyright Kemsley Design Ltd., 2011   19
BPMN Is Simple...
    l   Activity

    l   Gateway

    l   Event

    l   Data
lSource:   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
lSource:M. zur Muehlen,
                                      lStevens Institute of

                                      lTechnology

Copyright Kemsley Design Ltd., 2011                23
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
                                            l     Simple: start, end,
      Executable                                  task, sequence flow,
                                                  AND, OR, subprocess
       Analytic                             l     Descriptive: add task
                                                  types, event types,
                                                  swimlanes, message
      Descriptive
                                                  flows, data objects
                                            l     Analytic: full enterprise
                                                  architecture modelling
        Simple                              l     Executable: complete
                                                  set for executable
                                                  models
                    Copyright Kemsley Design Ltd., 2011                       25
BPM and SOA

        Copyright Kemsley Design Ltd., 2011   26
BPM And SOA

Process           Process                           Process                  Process
 Step 1            Step 2                            Step 3                   Step 4



 Service A    Service B           Service C                      Service D    Service E

• Call       • Call             • Call ERP                      • External   • Internal
  legacy       database           system                          web          web
  system                                                          service      service


                          Copyright Kemsley Design Ltd., 2011                        27
BPM And SOA Together
   l   BPM is the “killer app” for SOA; SOA is the
       enabling infrastructure for BPM
       l   SOA alone only allows you to design and build
           a set of services
       l   BPM alone would require custom coding for
           each system integration

   l   BPM + SOA orchestrates people and
       services into a business process


                      Copyright Kemsley Design Ltd., 2011   28
SOA And Process Modeling
   l   Discovering services
       l   What services already exist
       l   Whether existing services meet the needs

   l   Specifying services
       l   What new services need to be created
       l   What legacy functions need to be wrapped in
           services




                      Copyright Kemsley Design Ltd., 2011   29
Implementing BPM And SOA
   l   Two basic approaches
       l   Bottom-up — SOA then BPM
           l   Generate services from existing apps
           l   Consume services in processes
       l   Top-down — BPM drives SOA
           l   Model processes
           l   Identify and build services required

   l   In practice, a combination of both
       approaches

                         Copyright Kemsley Design Ltd., 2011   30
Issues And Challenges
   l   Different vendors and products
   l   SOA and BPM seen as competitive
   l   Competing standards
   l   Separate initiatives within end-user
       organizations
       l   Developed independently in different
           departments
       l   Different sponsors and champions


                      Copyright Kemsley Design Ltd., 2011   31
Part 3

Trends in BPM and BPMS

         Copyright Kemsley Design Ltd., 2011   32
Business-Driven Trends in BPM
 Business Driver                         Resulting Change in BPM
 Knowledge work is replacing More agile to allow flexible
 routine work                business processes
 The value of collaboration in More social to allow
 business is recognized        collaboration within BPM
 Need to respond quickly to              Event-driven intelligent
 changing events                         processes
 Business demands greater                End-user tools for business-
 control over processes                  led design
                     Copyright Kemsley Design Ltd., 2011            33
The Impact of Social Software

          Copyright Kemsley Design Ltd., 2011   34
What Is Enterprise 2.0?
    l   Enterprise-facing social software
    l   Business purpose, not purely social:
        l   Social interaction to strengthen weak ties
        l   Social production to collaboratively produce
            content

    l   SaaS or on-premise




                       Copyright Kemsley Design Ltd., 2011   35
Drivers For BPM + Enterprise 2.0
    l   Changing user expectations
    l   Trends towards greater collaboration
    l   Lack of agility in many current BPMS
        implementations




                    Copyright Kemsley Design Ltd., 2011   36
Social Software Impacts:
The Four C’s
    l   Collaboration
    l   Configurability
    l   Cloud
    l   Community




                    Copyright Kemsley Design Ltd., 2011   37
Design-Time Collaboration
   l   Multiple people participate in process
       discovery
       l   Internal and external
       l   Technical and business

   l   Captures “tribal knowledge”




                      Copyright Kemsley Design Ltd., 2011   38
Runtime Collaboration
   l   User adds new participants to leverage
       knowledge and relationship
   l   User discussions linked to process
       instance
       l   Threaded discussions
       l   Wiki pages
       l   Instant messaging
       l   Tags and categories


                     Copyright Kemsley Design Ltd., 2011   39
Process Event Streams
   l   Publish and subscribe model for process
       events
       l   Changes to models
       l   Runtime process instances

   l   Increases visibility
   l   Increases participation
   l   Supports wider variety of devices, including
       mobile

                     Copyright Kemsley Design Ltd., 2011   40
BPM Configurability
   l   Composite development environments now
       included with many BPMS
       l   UI forms development
       l   Container-based portal environment
       l   Ready-made BPM widgets
       l   Wiring interfaces between widgets




                      Copyright Kemsley Design Ltd., 2011   41
BPM in the Cloud
   l   Reduce capital costs
   l   Full capabilities of on-premise version
   l   Design and run from anywhere
   l   Key targets:
       l   Business process outsourcers
       l   Small and medium business
       l   Business-to-business processes



                      Copyright Kemsley Design Ltd., 2011   42
Online BPM Communities
   l   External communities of practice
       l   Provide idea exchange, tools
       l   Augment or replace internal BPM center of
           excellence
       l   May be vendor specific/sponsored

   l   Internal center of excellence
       l   Discussion forums
       l   Collaboration linked to process models
       l   Collaboration linked to process instances

                      Copyright Kemsley Design Ltd., 2011   43
Agile/Dynamic BPM

         Copyright Kemsley Design Ltd., 2011   44
Work: Taylor vs. Drucker




     l   Scientific                             l    Management by
         management                                  objectives
     l   Standardize                            l    Participants choose
         processes to                                actions to meet goals
         increase efficiency
                    Copyright Kemsley Design Ltd., 2011                      45
The Extremes Of Work




      Routine                        Knowledge
       Work                            Work



             Copyright Kemsley Design Ltd., 2011   46
From Structured BPM to ACM
                                                            Adaptive Case
                 Structured BPM
                                                            Management
 Repeatability   Highly repeatable                          Unpredictable
                 Process                                    Assist human
 Focus
                 transactions                               knowledge
                 Efficiency and                             Problem resolution
 Goal
                 automation                                 and documentation

                 Back-office financial Patient chronic care
 Example
                 transactions          management
                      Copyright Kemsley Design Ltd., 2011                        47
Characterizing The Extremes
Routine Work                                Knowledge Work
l Predefined process                        l No predefined model

  model                                     l Collaboration on demand

l   Controlled participation                l     Little automation, but
l   Automatable, especially                       guided by rules and
    with service integration,                     events
    rules and events




                        Copyright Kemsley Design Ltd., 2011                48
The Structured/Unstructured
Debate



  If you can’t model
                                                               Exceptions are the
 it up front, you just
                                                               new normal: every
   don’t understand
                                                               process is different
      the process




                         Copyright Kemsley Design Ltd., 2011                      49
It’s Not That Simple
Structured Work                          Unstructured Work
l Some process are that                  l Some processes have

  repeatable, especially                   sufficient variability that
  automated processes                      modelling is inefficient
l Ad hoc process                         l Instrumentation of

  exceptions already exist,                unstructured processes
  they’re just off the grid                provides value




                     Copyright Kemsley Design Ltd., 2011                 50
A Spectrum Of Structure




Structured             Structured with                 Unstructured with   Unstructured
• e.g., automated      ad hoc                          pre-defined         • e.g., investigations
  regulatory process   exceptions                      fragments
                       • e.g., financial back-         • e.g., insurance
                         office transactions             claims




                                   Copyright Kemsley Design Ltd., 2011                      51
Dimensions Of Work
   l   Structured to unstructured
   l   Controlled to collaborative
   l   Internal to external
                                                          Structure
       participation

                                                                      Collaboration
   l   Not strictly independent
                                                   External
                                                 Socialization




                    Copyright Kemsley Design Ltd., 2011                               52
What’s Required For Agile BPM?
   l   Modify structured process models during
       runtime
   l   Manage unstructured/unpredictable and
       semi-structured work
   l   Provide real-time process intelligence to
       identify future problems and inform
       decision-making



                   Copyright Kemsley Design Ltd., 2011   53
Event-Driven BPM

         Copyright Kemsley Design Ltd., 2011   54
What Are Events?
   l   Events are how the “real world” interacts
       with processes and systems
   l   An action outside a process that impacts
       that process
       l   Real-time information
       l   Instructions

   l   Originating with people, sensors or other
       systems

                      Copyright Kemsley Design Ltd., 2011   55
Why Do Events Matter?
   l   Events make processes more responsive
       to internal and external situations
   l   Allow processes to respond to changing
       conditions
   l   Asynchronous information or control
       provided to process




                  Copyright Kemsley Design Ltd., 2011   56
Combining Events and Processes
   l   Event triggers a process
       l   System or sensor
       l   User action

   l   Process creates an event
       l   Process log
       l   Explicit message or signal

   l   Event interrupts or diverts process
       l   External error or cancellation


                       Copyright Kemsley Design Ltd., 2011   57
Event-Driven Financial Process
    l   Scenario: loan origination documents
    l   Customer documents created or gathered
        in front office
    l   Transactions created by front office
    l   Back office verifies documents against
        transactions




                    Copyright Kemsley Design Ltd., 2011   58
Event-Driven Process




             Copyright Kemsley Design Ltd., 2011   59
Part 4

Implementing BPM

         Copyright Kemsley Design Ltd., 2011   60
Types of BPMS

         Copyright Kemsley Design Ltd., 2011   61
Gartner’s BPM Use Cases
   l   Implementation of company-specific
       process application
   l   Support for continuous process
       improvement
   l   Business transformation initiative
   l   Redesign for process-based SOA

                                     Gartner MQ for BPMS, 2009


                   Copyright Kemsley Design Ltd., 2011           62
Gartner Use Case Characteristics
(a.k.a. “Functions”)
    l   Business perspective on models
    l   Orchestration of end-to-end processes
    l   Rules engine
    l   Pre-built industry-specific content
    l   Management visibility and control
    l   Model-driven development
    l   …and more


                     Copyright Kemsley Design Ltd., 2011   63
Forrester Market Divisions
    l   Dynamic case management
        = document-centric BPM
    l   Comprehensive integration solutions
        = integration-centric BPM
    l   BPMS
        = human-centric BPM

                            Forrester Wave for BPMS, 2010


                   Copyright Kemsley Design Ltd., 2011      64
Characteristics of
Dynamic Case Management
   l   Strong enterprise content management
       (ECM) requirements
       l   Records management
       l   Search
       l   Content analytics

   l   Human-centric BPM capabilities
       l   Document approval workflow
       l   Ad hoc BPM centered on case file


                      Copyright Kemsley Design Ltd., 2011   65
Characteristics of Comprehensive
Integration Solutions
   l   Heavy integration requirements
       l   ESB
       l   Service registry, repository and governance
       l   SOA development environments

   l   Human-centric BPM capabilities
       l   Exception handling and escalation




                      Copyright Kemsley Design Ltd., 2011   66
Characteristics of BPMS
   l   Web service and other lighter-weight
       integration
   l   Lighter-weight content management
   l   Focus on process application development
       l   Process modeling and design collaboration
       l   Process development and composition
       l   Collaborative work environment




                      Copyright Kemsley Design Ltd., 2011   67
Evaluation Criteria for BPM

           Copyright Kemsley Design Ltd., 2011   68
BPM Evaluation Criteria
    l   BPM “style”: integration, human-centric,
        document-centric
    l   Collaborative modeling
    l   Process design
    l   Application composition/development
    l   Business rules
    l   ESB/SOA


                    Copyright Kemsley Design Ltd., 2011   69
BPM Evaluation Criteria
    l   Collaborative/dynamic execution
    l   User-configurable user interface
    l   Analytics and reporting
    l   Simulation
    l   Process optimization




                     Copyright Kemsley Design Ltd., 2011   70
Starting and Growing a BPM
Initiative
          Copyright Kemsley Design Ltd., 2011   71
Picking The Right First Process
    l   Small enough to be manageable
        l   Minimum “useful” functionality in 1st iteration
        l   Minimize customization, breadth before depth

    l   Big enough to be relevant
        l   Line of business

    l   Expected return on investment (ROI)
        l   Improved user experience, automation, tracking

    l   Opportunity for future reusability
        l   Related to future plans
                        Copyright Kemsley Design Ltd., 2011   72
Gaining Business Buy-In
   l   Collaborative process discovery and
       design
   l   Ongoing involvement during agile
       prototyping and implementation
   l   Control over production runtime
       environment
   l   Methodology and corporate culture



                   Copyright Kemsley Design Ltd., 2011   73
Ensuring User Adoption
   l   Build a user-centric solution
       l   Different interfaces for different personas
       l   Configurable by user to their work style

   l   Provide benefits to individual users
       l   Integration to reduce rekeying information
       l   Automated work auditing
       l   Incentives tied to appropriate system usage




                       Copyright Kemsley Design Ltd., 2011   74
Measuring Success
Hard ROI                                   Soft ROI
l Reduced headcount due                    l Improved customer

  to improved efficiency                     satisfaction
l   Reduced skill levels due               l     Increased revenue based
    to automation                                on increased capacity
l   Reduced SLA violations                 l     Increased competitive
l   Reduced time to change                       advantage due to
                                                 reduced time to market
l   Reduced monitoring
    overhead                               l     Outsourcing/offshoring
                                           l     Customer self-service
                       Copyright Kemsley Design Ltd., 2011             75
Expanding the Initiative
    l   Find an internal evangelist
    l   Measure and understand ROI
    l   Deeper integration
        l   Increase benefits via integration and automation

    l   Wider adoption across the organization
        l   Generalizing the benefits
        l   Expand initial processes into adjacent areas



                       Copyright Kemsley Design Ltd., 2011     76
BPM Center Of Excellence
   l   Vision for enterprise BPM
   l   Overall BPMS architecture
   l   Process redesign to expand existing BPM
       processes to new participants
   l   Training and mentoring on tools and
       methodology
   l   Governance
   l   Repository of reusable artifacts

                    Copyright Kemsley Design Ltd., 2011   77
From BPM Project To Program
                 1st BPM project
                                                 Resources
                    Resources


   CoE:   Plan        Core team                       Expand team

                                      Resources
                       Resources
                                                      2nd BPM project


                                           Time



                       Copyright Kemsley Design Ltd., 2011              78
Summary

          Copyright Kemsley Design Ltd., 2011   79
Summary
   l   The history and evolution of BPM
   l   Current trends in BPM
   l   Types of processes and BPMS
   l   Starting and growing a BPM initiative




                   Copyright Kemsley Design Ltd., 2011   80
Sandy Kemsley
         Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley

Questions?

                   Copyright Kemsley Design Ltd., 2011   81

More Related Content

What's hot

Business Process Management 101 Training
Business Process Management 101 TrainingBusiness Process Management 101 Training
Business Process Management 101 TrainingFranco Pang
 
Ultimate guide to_bpmn2_2016_edition_110716
Ultimate guide to_bpmn2_2016_edition_110716Ultimate guide to_bpmn2_2016_edition_110716
Ultimate guide to_bpmn2_2016_edition_110716yomito_2
 
Fundamentals of business process management and BPMN
Fundamentals of business process management and BPMNFundamentals of business process management and BPMN
Fundamentals of business process management and BPMNGregor Polančič
 
Business Process Management Introduction
Business Process Management IntroductionBusiness Process Management Introduction
Business Process Management IntroductionGBTEC Software AG
 
BPM Techniques and Tools: A Quick Tour of the BPM Lifecycle
BPM Techniques and Tools: A Quick Tour of the BPM LifecycleBPM Techniques and Tools: A Quick Tour of the BPM Lifecycle
BPM Techniques and Tools: A Quick Tour of the BPM LifecycleMarlon Dumas
 
Business Process Modeling
Business Process ModelingBusiness Process Modeling
Business Process ModelingSandy Kemsley
 
Business Process Modeling with BPMN 2.0 - Second edition
Business Process Modeling with BPMN 2.0 - Second editionBusiness Process Modeling with BPMN 2.0 - Second edition
Business Process Modeling with BPMN 2.0 - Second editionGregor Polančič
 
Business Process Management Training | By ex-Deloitte & McKinsey Consultants
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsBusiness Process Management Training | By ex-Deloitte & McKinsey Consultants
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
 
What is BPM?
What is BPM?What is BPM?
What is BPM?BOC Group
 
Business process management
Business process managementBusiness process management
Business process managementDavid Stoffel
 
Business Process Modeling
Business Process ModelingBusiness Process Modeling
Business Process ModelingCarlos J. Costa
 
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014
 Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014 Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014OSSCube
 
Strategy & Business Process Management
Strategy & Business Process ManagementStrategy & Business Process Management
Strategy & Business Process Management451 Research
 
Bpmn poster a2_ver_1.0.10
Bpmn poster a2_ver_1.0.10Bpmn poster a2_ver_1.0.10
Bpmn poster a2_ver_1.0.10jlaznik
 
BPM Standards - What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)
BPM Standards -  What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)BPM Standards -  What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)
BPM Standards - What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)Denis Gagné
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process ManagementAmin Kazemi
 

What's hot (20)

Business Process Management 101 Training
Business Process Management 101 TrainingBusiness Process Management 101 Training
Business Process Management 101 Training
 
Ultimate guide to_bpmn2_2016_edition_110716
Ultimate guide to_bpmn2_2016_edition_110716Ultimate guide to_bpmn2_2016_edition_110716
Ultimate guide to_bpmn2_2016_edition_110716
 
Business Process Management Training 1
Business Process Management Training 1Business Process Management Training 1
Business Process Management Training 1
 
Fundamentals of business process management and BPMN
Fundamentals of business process management and BPMNFundamentals of business process management and BPMN
Fundamentals of business process management and BPMN
 
Business Process Management Introduction
Business Process Management IntroductionBusiness Process Management Introduction
Business Process Management Introduction
 
BPM Techniques and Tools: A Quick Tour of the BPM Lifecycle
BPM Techniques and Tools: A Quick Tour of the BPM LifecycleBPM Techniques and Tools: A Quick Tour of the BPM Lifecycle
BPM Techniques and Tools: A Quick Tour of the BPM Lifecycle
 
Business Process Modeling
Business Process ModelingBusiness Process Modeling
Business Process Modeling
 
Business Process Modeling with BPMN 2.0 - Second edition
Business Process Modeling with BPMN 2.0 - Second editionBusiness Process Modeling with BPMN 2.0 - Second edition
Business Process Modeling with BPMN 2.0 - Second edition
 
Business Process Management Approach
Business Process Management Approach  Business Process Management Approach
Business Process Management Approach
 
Business Process Management Training | By ex-Deloitte & McKinsey Consultants
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsBusiness Process Management Training | By ex-Deloitte & McKinsey Consultants
Business Process Management Training | By ex-Deloitte & McKinsey Consultants
 
What is bpm
What is bpmWhat is bpm
What is bpm
 
What is BPM?
What is BPM?What is BPM?
What is BPM?
 
Business process management
Business process managementBusiness process management
Business process management
 
Business Process Modeling
Business Process ModelingBusiness Process Modeling
Business Process Modeling
 
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014
 Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014 Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014
Introduction to Business Process Model and Notation (BPMN) - OSSCamp 2014
 
Strategy & Business Process Management
Strategy & Business Process ManagementStrategy & Business Process Management
Strategy & Business Process Management
 
Bpmn poster a2_ver_1.0.10
Bpmn poster a2_ver_1.0.10Bpmn poster a2_ver_1.0.10
Bpmn poster a2_ver_1.0.10
 
Webinar: BPMN with camunda
Webinar: BPMN with camundaWebinar: BPMN with camunda
Webinar: BPMN with camunda
 
BPM Standards - What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)
BPM Standards -  What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)BPM Standards -  What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)
BPM Standards - What is new in BPMN 2.0 and XPDL 2.2 (BBC 2011)
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process Management
 

Viewers also liked

Office365 vs Hosted Exchange: Migrations Made Easy
Office365 vs Hosted Exchange: Migrations Made EasyOffice365 vs Hosted Exchange: Migrations Made Easy
Office365 vs Hosted Exchange: Migrations Made EasymindSHIFT Technologies Inc.
 
Mastergrad final version
Mastergrad final versionMastergrad final version
Mastergrad final versionMarita Myhre
 
Business Process Management - Building The BPM Balanced Scorecard
Business Process Management - Building The BPM Balanced ScorecardBusiness Process Management - Building The BPM Balanced Scorecard
Business Process Management - Building The BPM Balanced ScorecardSteve Towers, CEO and CPP Champion
 
Competing On Resources Balance Scorecard
Competing On Resources  Balance ScorecardCompeting On Resources  Balance Scorecard
Competing On Resources Balance Scorecardvinod63
 
Concepts of cutover planning and management
Concepts of cutover planning and managementConcepts of cutover planning and management
Concepts of cutover planning and managementSanjay Choubey
 
Strategic Performance Management System
Strategic Performance Management SystemStrategic Performance Management System
Strategic Performance Management SystemDaisy Punzalan Bragais
 
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy workRoger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy workImplement Consulting Group
 
Notes on balanced scorecard
Notes on balanced scorecardNotes on balanced scorecard
Notes on balanced scorecardGlen Alleman
 
Working with Emotional Intelligence
Working with Emotional IntelligenceWorking with Emotional Intelligence
Working with Emotional IntelligenceGMR Group
 
The HR scorecard
The HR scorecardThe HR scorecard
The HR scorecardJon Ingham
 
Understanding financial statements
Understanding financial statementsUnderstanding financial statements
Understanding financial statementsGeni Whitehouse
 
Employee engagement by vinay ravindran (www.vinayravindran.com)
Employee engagement by vinay ravindran (www.vinayravindran.com)Employee engagement by vinay ravindran (www.vinayravindran.com)
Employee engagement by vinay ravindran (www.vinayravindran.com)Vinay Ravindran, SPHRi™
 
HR SCORECARD Human Resource Scorecard PPT Slides
HR SCORECARD Human Resource Scorecard PPT SlidesHR SCORECARD Human Resource Scorecard PPT Slides
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
 
Balanced scorecard ppt slides
Balanced scorecard ppt slidesBalanced scorecard ppt slides
Balanced scorecard ppt slidesYodhia Antariksa
 

Viewers also liked (20)

Strategy map 16
Strategy map 16Strategy map 16
Strategy map 16
 
Office365 vs Hosted Exchange: Migrations Made Easy
Office365 vs Hosted Exchange: Migrations Made EasyOffice365 vs Hosted Exchange: Migrations Made Easy
Office365 vs Hosted Exchange: Migrations Made Easy
 
Mastergrad final version
Mastergrad final versionMastergrad final version
Mastergrad final version
 
Business Process Management - Building The BPM Balanced Scorecard
Business Process Management - Building The BPM Balanced ScorecardBusiness Process Management - Building The BPM Balanced Scorecard
Business Process Management - Building The BPM Balanced Scorecard
 
Strategic HR
Strategic HRStrategic HR
Strategic HR
 
Competing On Resources Balance Scorecard
Competing On Resources  Balance ScorecardCompeting On Resources  Balance Scorecard
Competing On Resources Balance Scorecard
 
Concepts of cutover planning and management
Concepts of cutover planning and managementConcepts of cutover planning and management
Concepts of cutover planning and management
 
Strategic Performance Management System
Strategic Performance Management SystemStrategic Performance Management System
Strategic Performance Management System
 
Hr Balanced scorecard
Hr Balanced  scorecardHr Balanced  scorecard
Hr Balanced scorecard
 
Cutover plan template Tool
Cutover plan template ToolCutover plan template Tool
Cutover plan template Tool
 
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy workRoger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
 
Notes on balanced scorecard
Notes on balanced scorecardNotes on balanced scorecard
Notes on balanced scorecard
 
Working with Emotional Intelligence
Working with Emotional IntelligenceWorking with Emotional Intelligence
Working with Emotional Intelligence
 
Balanced Scorecard
Balanced Scorecard  Balanced Scorecard
Balanced Scorecard
 
The HR scorecard
The HR scorecardThe HR scorecard
The HR scorecard
 
Understanding financial statements
Understanding financial statementsUnderstanding financial statements
Understanding financial statements
 
Employee engagement by vinay ravindran (www.vinayravindran.com)
Employee engagement by vinay ravindran (www.vinayravindran.com)Employee engagement by vinay ravindran (www.vinayravindran.com)
Employee engagement by vinay ravindran (www.vinayravindran.com)
 
Introduction to Kanban
Introduction to KanbanIntroduction to Kanban
Introduction to Kanban
 
HR SCORECARD Human Resource Scorecard PPT Slides
HR SCORECARD Human Resource Scorecard PPT SlidesHR SCORECARD Human Resource Scorecard PPT Slides
HR SCORECARD Human Resource Scorecard PPT Slides
 
Balanced scorecard ppt slides
Balanced scorecard ppt slidesBalanced scorecard ppt slides
Balanced scorecard ppt slides
 

Similar to Introduction to BPM

Architecting a Business Process Environment
Architecting a Business Process EnvironmentArchitecting a Business Process Environment
Architecting a Business Process EnvironmentSandy Kemsley
 
Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)
Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)
Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)Sandy Kemsley
 
Respond quickly to changing business needs–Business Process Management (BPM)
Respond quickly to changing business needs–Business Process Management (BPM)Respond quickly to changing business needs–Business Process Management (BPM)
Respond quickly to changing business needs–Business Process Management (BPM)Carly Snodgrass
 
Bpm the battle 6 juni visie presentaties
Bpm the battle 6 juni visie presentatiesBpm the battle 6 juni visie presentaties
Bpm the battle 6 juni visie presentatiesrichard_van_tilborg
 
Freenet project ralf_sigmund_opitz_activiti_days_2012
Freenet project ralf_sigmund_opitz_activiti_days_2012Freenet project ralf_sigmund_opitz_activiti_days_2012
Freenet project ralf_sigmund_opitz_activiti_days_2012Ralf Sigmund
 
Omg bpmn tutorial
Omg bpmn tutorialOmg bpmn tutorial
Omg bpmn tutorialuhuru1973
 
Nextgen Bpm End to End
Nextgen Bpm End to EndNextgen Bpm End to End
Nextgen Bpm End to EndTechnoPeers
 
Presentatie Creetion
Presentatie CreetionPresentatie Creetion
Presentatie CreetionBert Deterd
 
BPM with Bonita Open Solution @AlpesJUG
BPM with Bonita Open Solution @AlpesJUGBPM with Bonita Open Solution @AlpesJUG
BPM with Bonita Open Solution @AlpesJUGBonitasoft
 
Creetion
CreetionCreetion
Creetioncr0003
 
Application Lifecycle Management & VSTS
Application Lifecycle Management & VSTSApplication Lifecycle Management & VSTS
Application Lifecycle Management & VSTSMicrosoft Iceland
 
Making Social BPM Mean Business - BPM 2012, Tallinn
Making Social BPM Mean Business - BPM 2012, TallinnMaking Social BPM Mean Business - BPM 2012, Tallinn
Making Social BPM Mean Business - BPM 2012, TallinnSandy Kemsley
 
Applying a BPM Approach to Three Similar but Distinct Business Environments
Applying a BPM Approach to Three Similar but Distinct Business EnvironmentsApplying a BPM Approach to Three Similar but Distinct Business Environments
Applying a BPM Approach to Three Similar but Distinct Business Environmentsjamieraut
 
Business Process Management - From Market Consolidation to Process Innovation
Business Process Management - From Market Consolidation to Process InnovationBusiness Process Management - From Market Consolidation to Process Innovation
Business Process Management - From Market Consolidation to Process InnovationMichael zur Muehlen
 
Oracle soa and e2.0 partner community forum bpm léon smiers share
Oracle soa and e2.0 partner community forum bpm léon smiers shareOracle soa and e2.0 partner community forum bpm léon smiers share
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
 
Developer-Friendly BPM
Developer-Friendly BPMDeveloper-Friendly BPM
Developer-Friendly BPMSandy Kemsley
 

Similar to Introduction to BPM (20)

Architecting a Business Process Environment
Architecting a Business Process EnvironmentArchitecting a Business Process Environment
Architecting a Business Process Environment
 
Aligning BPM and EA
Aligning BPM and EAAligning BPM and EA
Aligning BPM and EA
 
Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)
Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)
Everything You Ever Wanted To Know About BPM (But Were Afraid To Ask)
 
Respond quickly to changing business needs–Business Process Management (BPM)
Respond quickly to changing business needs–Business Process Management (BPM)Respond quickly to changing business needs–Business Process Management (BPM)
Respond quickly to changing business needs–Business Process Management (BPM)
 
Bpm the battle 6 juni visie presentaties
Bpm the battle 6 juni visie presentatiesBpm the battle 6 juni visie presentaties
Bpm the battle 6 juni visie presentaties
 
Freenet project ralf_sigmund_opitz_activiti_days_2012
Freenet project ralf_sigmund_opitz_activiti_days_2012Freenet project ralf_sigmund_opitz_activiti_days_2012
Freenet project ralf_sigmund_opitz_activiti_days_2012
 
Omg bpmn tutorial
Omg bpmn tutorialOmg bpmn tutorial
Omg bpmn tutorial
 
Nextgen Bpm End to End
Nextgen Bpm End to EndNextgen Bpm End to End
Nextgen Bpm End to End
 
Presentatie Creetion
Presentatie CreetionPresentatie Creetion
Presentatie Creetion
 
20100223 bpmn
20100223 bpmn20100223 bpmn
20100223 bpmn
 
BPM with Bonita Open Solution @AlpesJUG
BPM with Bonita Open Solution @AlpesJUGBPM with Bonita Open Solution @AlpesJUG
BPM with Bonita Open Solution @AlpesJUG
 
Creetion
CreetionCreetion
Creetion
 
Creetion
CreetionCreetion
Creetion
 
Creetion
CreetionCreetion
Creetion
 
Application Lifecycle Management & VSTS
Application Lifecycle Management & VSTSApplication Lifecycle Management & VSTS
Application Lifecycle Management & VSTS
 
Making Social BPM Mean Business - BPM 2012, Tallinn
Making Social BPM Mean Business - BPM 2012, TallinnMaking Social BPM Mean Business - BPM 2012, Tallinn
Making Social BPM Mean Business - BPM 2012, Tallinn
 
Applying a BPM Approach to Three Similar but Distinct Business Environments
Applying a BPM Approach to Three Similar but Distinct Business EnvironmentsApplying a BPM Approach to Three Similar but Distinct Business Environments
Applying a BPM Approach to Three Similar but Distinct Business Environments
 
Business Process Management - From Market Consolidation to Process Innovation
Business Process Management - From Market Consolidation to Process InnovationBusiness Process Management - From Market Consolidation to Process Innovation
Business Process Management - From Market Consolidation to Process Innovation
 
Oracle soa and e2.0 partner community forum bpm léon smiers share
Oracle soa and e2.0 partner community forum bpm léon smiers shareOracle soa and e2.0 partner community forum bpm léon smiers share
Oracle soa and e2.0 partner community forum bpm léon smiers share
 
Developer-Friendly BPM
Developer-Friendly BPMDeveloper-Friendly BPM
Developer-Friendly BPM
 

More from Sandy Kemsley

Maximizing Success in Automation Projects
Maximizing Success in Automation ProjectsMaximizing Success in Automation Projects
Maximizing Success in Automation ProjectsSandy Kemsley
 
Process Automation for Business Survival
Process Automation for Business SurvivalProcess Automation for Business Survival
Process Automation for Business SurvivalSandy Kemsley
 
Aligning Intelligent Automation with Incentives and Business Outcomes with ...
Aligning Intelligent Automation with Incentives and Business Outcomes   with ...Aligning Intelligent Automation with Incentives and Business Outcomes   with ...
Aligning Intelligent Automation with Incentives and Business Outcomes with ...Sandy Kemsley
 
Intelligent Banking Processes
Intelligent Banking ProcessesIntelligent Banking Processes
Intelligent Banking ProcessesSandy Kemsley
 
Best of breed: creating your own business automation platform with a microser...
Best of breed: creating your own business automation platform with a microser...Best of breed: creating your own business automation platform with a microser...
Best of breed: creating your own business automation platform with a microser...Sandy Kemsley
 
BPM as the Keystone of Business Automation Platforms
BPM as the Keystone of Business Automation PlatformsBPM as the Keystone of Business Automation Platforms
BPM as the Keystone of Business Automation PlatformsSandy Kemsley
 
Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...
Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...
Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...Sandy Kemsley
 
A Perfect Combination: Case Management and Low Code
A Perfect Combination: Case Management and Low CodeA Perfect Combination: Case Management and Low Code
A Perfect Combination: Case Management and Low CodeSandy Kemsley
 
Review of the St. Andrew's community market in 2009
Review of the St. Andrew's community market in 2009Review of the St. Andrew's community market in 2009
Review of the St. Andrew's community market in 2009Sandy Kemsley
 
Customer Journey Mapping
Customer Journey MappingCustomer Journey Mapping
Customer Journey MappingSandy Kemsley
 
Intelligent Capture and Digital Transformation
Intelligent Capture and Digital TransformationIntelligent Capture and Digital Transformation
Intelligent Capture and Digital TransformationSandy Kemsley
 
ABBYY Technology Summit keynote
ABBYY Technology Summit keynoteABBYY Technology Summit keynote
ABBYY Technology Summit keynoteSandy Kemsley
 
Digital Business Trends
Digital Business TrendsDigital Business Trends
Digital Business TrendsSandy Kemsley
 
Application Development with Microservices and Widgets
Application Development with Microservices and WidgetsApplication Development with Microservices and Widgets
Application Development with Microservices and WidgetsSandy Kemsley
 
Knowledge Work Incentives
Knowledge Work IncentivesKnowledge Work Incentives
Knowledge Work IncentivesSandy Kemsley
 
Designing Process-Based Applications
Designing Process-Based ApplicationsDesigning Process-Based Applications
Designing Process-Based ApplicationsSandy Kemsley
 

More from Sandy Kemsley (20)

Maximizing Success in Automation Projects
Maximizing Success in Automation ProjectsMaximizing Success in Automation Projects
Maximizing Success in Automation Projects
 
Process Automation for Business Survival
Process Automation for Business SurvivalProcess Automation for Business Survival
Process Automation for Business Survival
 
Aligning Intelligent Automation with Incentives and Business Outcomes with ...
Aligning Intelligent Automation with Incentives and Business Outcomes   with ...Aligning Intelligent Automation with Incentives and Business Outcomes   with ...
Aligning Intelligent Automation with Incentives and Business Outcomes with ...
 
Intelligent Banking Processes
Intelligent Banking ProcessesIntelligent Banking Processes
Intelligent Banking Processes
 
Best of breed: creating your own business automation platform with a microser...
Best of breed: creating your own business automation platform with a microser...Best of breed: creating your own business automation platform with a microser...
Best of breed: creating your own business automation platform with a microser...
 
BPM as the Keystone of Business Automation Platforms
BPM as the Keystone of Business Automation PlatformsBPM as the Keystone of Business Automation Platforms
BPM as the Keystone of Business Automation Platforms
 
Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...
Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...
Best of Breed: Rolling Your Own Digital Automation Platform Using BPMS In A M...
 
A Perfect Combination: Case Management and Low Code
A Perfect Combination: Case Management and Low CodeA Perfect Combination: Case Management and Low Code
A Perfect Combination: Case Management and Low Code
 
Review of the St. Andrew's community market in 2009
Review of the St. Andrew's community market in 2009Review of the St. Andrew's community market in 2009
Review of the St. Andrew's community market in 2009
 
Customer Journey Mapping
Customer Journey MappingCustomer Journey Mapping
Customer Journey Mapping
 
Intelligent Capture and Digital Transformation
Intelligent Capture and Digital TransformationIntelligent Capture and Digital Transformation
Intelligent Capture and Digital Transformation
 
ABBYY Technology Summit keynote
ABBYY Technology Summit keynoteABBYY Technology Summit keynote
ABBYY Technology Summit keynote
 
Digital Business Trends
Digital Business TrendsDigital Business Trends
Digital Business Trends
 
Smarter Mobile Apps
Smarter Mobile AppsSmarter Mobile Apps
Smarter Mobile Apps
 
Application Development with Microservices and Widgets
Application Development with Microservices and WidgetsApplication Development with Microservices and Widgets
Application Development with Microservices and Widgets
 
The Future of Work
The Future of WorkThe Future of Work
The Future of Work
 
Onboarding and BPM
Onboarding and BPMOnboarding and BPM
Onboarding and BPM
 
Knowledge Work Incentives
Knowledge Work IncentivesKnowledge Work Incentives
Knowledge Work Incentives
 
BPM in Healthcare
BPM in HealthcareBPM in Healthcare
BPM in Healthcare
 
Designing Process-Based Applications
Designing Process-Based ApplicationsDesigning Process-Based Applications
Designing Process-Based Applications
 

Recently uploaded

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 

Recently uploaded (20)

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 

Introduction to BPM

  • 1. Introduction To BPM Sandy Kemsley l www.column2.com l @skemsley Copyright Kemsley Design Ltd., 2011 1
  • 2. My History in BPM l Mid-late 80’s: from satellite imaging to document imaging to workflow l Early 90’s: built desktop imaging/workflow product l Mid-late 90’s: integrate custom imaging, workflow, EAI and e-commerce systems l 2000-1: FileNet BPM evangelist l 2002-now: BPM and Enterprise 2.0 consulting, blogger and industry analyst Copyright Kemsley Design Ltd., 2011 2
  • 3. Agenda l Defining BPM l The methodology and the technology l The value of BPM l Evolution of the BPMS l Trends in BPM and BPMS l Implementing a BPMS l Use cases and BPMS characteristics l Started and growing a BPM initiative Copyright Kemsley Design Ltd., 2011 3
  • 4. Part 1 Defining BPM Copyright Kemsley Design Ltd., 2011 4
  • 5. Methodology AND Technology Copyright Kemsley Design Ltd., 2011 5
  • 6. What is BPM? BPM is a management practice that provides for governance of a business’ process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization’s activities and processes. Gartner Copyright Kemsley Design Ltd., 2011 6
  • 7. 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 Copyright Kemsley Design Ltd., 2011 7
  • 8. The Value of BPM Copyright Kemsley Design Ltd., 2011 8
  • 9. 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 Copyright Kemsley Design Ltd., 2008 9
  • 10. Benefits of BPM l Process improvement l Cost savings l Increased revenue l Improved time-to-market l Additional business opportunities l Business agility through process agility l Self-documenting processes Copyright Kemsley Design Ltd., 2008 10
  • 11. Part 2 The Evolution of BPMS Copyright Kemsley Design Ltd., 2011 11
  • 12. History of BPM to mid-2000’s BPM Suite “Pure-play” BPM “Integration-focused” BPM Workflow Lightweight EAI Simple workflow EAI/IBS (OEM) (build) (person-to-person) (system-to-system) extend extend Business activity monitoring Business rules B2Bi Process governance Process modeling Process simulation Administrative BPM Collaborative BPM Copyright Kemsley Design Ltd., 2011 Embedded BPM 12
  • 13. From 2005 To Now l Model-driven development l Emergence of standards l Integration of key related technologies l Social software impacts l Composite development environment l Market convergence and consolidation Copyright Kemsley Design Ltd., 2011 13
  • 14. What’s In Today’s BPMS? l Process modeling l Monitoring and l Execution engine governance l User interfaces, l Dashboards, including social reporting and and collaborative analysis l Integration l Simulation and optimization l Business rules l Application templates Copyright Kemsley Design Ltd., 2011 14
  • 15. The BPM Cycle Discover Optimize Design Analyze Build Execute Copyright Kemsley Design Ltd., 2011 15
  • 16. Importance of Model-Driven BPM l Reduces need for custom development l Graphical model auto-translates to executing process: “zero code” BPM l IT resistance to ceding control l Enables business-IT collaboration l Business people can create and view process models l Business resistance to participation Copyright Kemsley Design Ltd., 2011 16
  • 17. BPM Standards Copyright Kemsley Design Ltd., 2011 17
  • 18. 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 modelling l Serialization for model interchange l Execution semantics Copyright Kemsley Design Ltd., 2011 18
  • 19. BPMN: The Rosetta Stone of Process l Enables communication between different audiences: l Business users l Business analysts l Technical implementers Copyright Kemsley Design Ltd., 2011 19
  • 20. BPMN Is Simple... l Activity l Gateway l Event l Data
  • 21. lSource: http://bpmb.de/poster
  • 22. 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
  • 23. lSource:M. zur Muehlen, lStevens Institute of lTechnology Copyright Kemsley Design Ltd., 2011 23
  • 24. 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
  • 25. BPMN 2.0 Subclasses l Simple: start, end, Executable task, sequence flow, AND, OR, subprocess Analytic l Descriptive: add task types, event types, swimlanes, message Descriptive flows, data objects l Analytic: full enterprise architecture modelling Simple l Executable: complete set for executable models Copyright Kemsley Design Ltd., 2011 25
  • 26. BPM and SOA Copyright Kemsley Design Ltd., 2011 26
  • 27. BPM And SOA Process Process Process Process Step 1 Step 2 Step 3 Step 4 Service A Service B Service C Service D Service E • Call • Call • Call ERP • External • Internal legacy database system web web system service service Copyright Kemsley Design Ltd., 2011 27
  • 28. BPM And SOA Together l BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPM l SOA alone only allows you to design and build a set of services l BPM alone would require custom coding for each system integration l BPM + SOA orchestrates people and services into a business process Copyright Kemsley Design Ltd., 2011 28
  • 29. SOA And Process Modeling l Discovering services l What services already exist l Whether existing services meet the needs l Specifying services l What new services need to be created l What legacy functions need to be wrapped in services Copyright Kemsley Design Ltd., 2011 29
  • 30. Implementing BPM And SOA l Two basic approaches l Bottom-up — SOA then BPM l Generate services from existing apps l Consume services in processes l Top-down — BPM drives SOA l Model processes l Identify and build services required l In practice, a combination of both approaches Copyright Kemsley Design Ltd., 2011 30
  • 31. Issues And Challenges l Different vendors and products l SOA and BPM seen as competitive l Competing standards l Separate initiatives within end-user organizations l Developed independently in different departments l Different sponsors and champions Copyright Kemsley Design Ltd., 2011 31
  • 32. Part 3 Trends in BPM and BPMS Copyright Kemsley Design Ltd., 2011 32
  • 33. Business-Driven Trends in BPM Business Driver Resulting Change in BPM Knowledge work is replacing More agile to allow flexible routine work business processes The value of collaboration in More social to allow business is recognized collaboration within BPM Need to respond quickly to Event-driven intelligent changing events processes Business demands greater End-user tools for business- control over processes led design Copyright Kemsley Design Ltd., 2011 33
  • 34. The Impact of Social Software Copyright Kemsley Design Ltd., 2011 34
  • 35. What Is Enterprise 2.0? l Enterprise-facing social software l Business purpose, not purely social: l Social interaction to strengthen weak ties l Social production to collaboratively produce content l SaaS or on-premise Copyright Kemsley Design Ltd., 2011 35
  • 36. Drivers For BPM + Enterprise 2.0 l Changing user expectations l Trends towards greater collaboration l Lack of agility in many current BPMS implementations Copyright Kemsley Design Ltd., 2011 36
  • 37. Social Software Impacts: The Four C’s l Collaboration l Configurability l Cloud l Community Copyright Kemsley Design Ltd., 2011 37
  • 38. Design-Time Collaboration l Multiple people participate in process discovery l Internal and external l Technical and business l Captures “tribal knowledge” Copyright Kemsley Design Ltd., 2011 38
  • 39. Runtime Collaboration l User adds new participants to leverage knowledge and relationship l User discussions linked to process instance l Threaded discussions l Wiki pages l Instant messaging l Tags and categories Copyright Kemsley Design Ltd., 2011 39
  • 40. Process Event Streams l Publish and subscribe model for process events l Changes to models l Runtime process instances l Increases visibility l Increases participation l Supports wider variety of devices, including mobile Copyright Kemsley Design Ltd., 2011 40
  • 41. BPM Configurability l Composite development environments now included with many BPMS l UI forms development l Container-based portal environment l Ready-made BPM widgets l Wiring interfaces between widgets Copyright Kemsley Design Ltd., 2011 41
  • 42. BPM in the Cloud l Reduce capital costs l Full capabilities of on-premise version l Design and run from anywhere l Key targets: l Business process outsourcers l Small and medium business l Business-to-business processes Copyright Kemsley Design Ltd., 2011 42
  • 43. Online BPM Communities l External communities of practice l Provide idea exchange, tools l Augment or replace internal BPM center of excellence l May be vendor specific/sponsored l Internal center of excellence l Discussion forums l Collaboration linked to process models l Collaboration linked to process instances Copyright Kemsley Design Ltd., 2011 43
  • 44. Agile/Dynamic BPM Copyright Kemsley Design Ltd., 2011 44
  • 45. Work: Taylor vs. Drucker l Scientific l Management by management objectives l Standardize l Participants choose processes to actions to meet goals increase efficiency Copyright Kemsley Design Ltd., 2011 45
  • 46. The Extremes Of Work Routine Knowledge Work Work Copyright Kemsley Design Ltd., 2011 46
  • 47. From Structured BPM to ACM Adaptive Case Structured BPM Management Repeatability Highly repeatable Unpredictable Process Assist human Focus transactions knowledge Efficiency and Problem resolution Goal automation and documentation Back-office financial Patient chronic care Example transactions management Copyright Kemsley Design Ltd., 2011 47
  • 48. Characterizing The Extremes Routine Work Knowledge Work l Predefined process l No predefined model model l Collaboration on demand l Controlled participation l Little automation, but l Automatable, especially guided by rules and with service integration, events rules and events Copyright Kemsley Design Ltd., 2011 48
  • 49. The Structured/Unstructured Debate If you can’t model Exceptions are the it up front, you just new normal: every don’t understand process is different the process Copyright Kemsley Design Ltd., 2011 49
  • 50. It’s Not That Simple Structured Work Unstructured Work l Some process are that l Some processes have repeatable, especially sufficient variability that automated processes modelling is inefficient l Ad hoc process l Instrumentation of exceptions already exist, unstructured processes they’re just off the grid provides value Copyright Kemsley Design Ltd., 2011 50
  • 51. A Spectrum Of Structure Structured Structured with Unstructured with Unstructured • e.g., automated ad hoc pre-defined • e.g., investigations regulatory process exceptions fragments • e.g., financial back- • e.g., insurance office transactions claims Copyright Kemsley Design Ltd., 2011 51
  • 52. Dimensions Of Work l Structured to unstructured l Controlled to collaborative l Internal to external Structure participation Collaboration l Not strictly independent External Socialization Copyright Kemsley Design Ltd., 2011 52
  • 53. What’s Required For Agile BPM? l Modify structured process models during runtime l Manage unstructured/unpredictable and semi-structured work l Provide real-time process intelligence to identify future problems and inform decision-making Copyright Kemsley Design Ltd., 2011 53
  • 54. Event-Driven BPM Copyright Kemsley Design Ltd., 2011 54
  • 55. What Are Events? l Events are how the “real world” interacts with processes and systems l An action outside a process that impacts that process l Real-time information l Instructions l Originating with people, sensors or other systems Copyright Kemsley Design Ltd., 2011 55
  • 56. Why Do Events Matter? l Events make processes more responsive to internal and external situations l Allow processes to respond to changing conditions l Asynchronous information or control provided to process Copyright Kemsley Design Ltd., 2011 56
  • 57. Combining Events and Processes l Event triggers a process l System or sensor l User action l Process creates an event l Process log l Explicit message or signal l Event interrupts or diverts process l External error or cancellation Copyright Kemsley Design Ltd., 2011 57
  • 58. Event-Driven Financial Process l Scenario: loan origination documents l Customer documents created or gathered in front office l Transactions created by front office l Back office verifies documents against transactions Copyright Kemsley Design Ltd., 2011 58
  • 59. Event-Driven Process Copyright Kemsley Design Ltd., 2011 59
  • 60. Part 4 Implementing BPM Copyright Kemsley Design Ltd., 2011 60
  • 61. Types of BPMS Copyright Kemsley Design Ltd., 2011 61
  • 62. Gartner’s BPM Use Cases l Implementation of company-specific process application l Support for continuous process improvement l Business transformation initiative l Redesign for process-based SOA Gartner MQ for BPMS, 2009 Copyright Kemsley Design Ltd., 2011 62
  • 63. Gartner Use Case Characteristics (a.k.a. “Functions”) l Business perspective on models l Orchestration of end-to-end processes l Rules engine l Pre-built industry-specific content l Management visibility and control l Model-driven development l …and more Copyright Kemsley Design Ltd., 2011 63
  • 64. Forrester Market Divisions l Dynamic case management = document-centric BPM l Comprehensive integration solutions = integration-centric BPM l BPMS = human-centric BPM Forrester Wave for BPMS, 2010 Copyright Kemsley Design Ltd., 2011 64
  • 65. Characteristics of Dynamic Case Management l Strong enterprise content management (ECM) requirements l Records management l Search l Content analytics l Human-centric BPM capabilities l Document approval workflow l Ad hoc BPM centered on case file Copyright Kemsley Design Ltd., 2011 65
  • 66. Characteristics of Comprehensive Integration Solutions l Heavy integration requirements l ESB l Service registry, repository and governance l SOA development environments l Human-centric BPM capabilities l Exception handling and escalation Copyright Kemsley Design Ltd., 2011 66
  • 67. Characteristics of BPMS l Web service and other lighter-weight integration l Lighter-weight content management l Focus on process application development l Process modeling and design collaboration l Process development and composition l Collaborative work environment Copyright Kemsley Design Ltd., 2011 67
  • 68. Evaluation Criteria for BPM Copyright Kemsley Design Ltd., 2011 68
  • 69. BPM Evaluation Criteria l BPM “style”: integration, human-centric, document-centric l Collaborative modeling l Process design l Application composition/development l Business rules l ESB/SOA Copyright Kemsley Design Ltd., 2011 69
  • 70. BPM Evaluation Criteria l Collaborative/dynamic execution l User-configurable user interface l Analytics and reporting l Simulation l Process optimization Copyright Kemsley Design Ltd., 2011 70
  • 71. Starting and Growing a BPM Initiative Copyright Kemsley Design Ltd., 2011 71
  • 72. Picking The Right First Process l Small enough to be manageable l Minimum “useful” functionality in 1st iteration l Minimize customization, breadth before depth l Big enough to be relevant l Line of business l Expected return on investment (ROI) l Improved user experience, automation, tracking l Opportunity for future reusability l Related to future plans Copyright Kemsley Design Ltd., 2011 72
  • 73. Gaining Business Buy-In l Collaborative process discovery and design l Ongoing involvement during agile prototyping and implementation l Control over production runtime environment l Methodology and corporate culture Copyright Kemsley Design Ltd., 2011 73
  • 74. Ensuring User Adoption l Build a user-centric solution l Different interfaces for different personas l Configurable by user to their work style l Provide benefits to individual users l Integration to reduce rekeying information l Automated work auditing l Incentives tied to appropriate system usage Copyright Kemsley Design Ltd., 2011 74
  • 75. Measuring Success Hard ROI Soft ROI l Reduced headcount due l Improved customer to improved efficiency satisfaction l Reduced skill levels due l Increased revenue based to automation on increased capacity l Reduced SLA violations l Increased competitive l Reduced time to change advantage due to reduced time to market l Reduced monitoring overhead l Outsourcing/offshoring l Customer self-service Copyright Kemsley Design Ltd., 2011 75
  • 76. Expanding the Initiative l Find an internal evangelist l Measure and understand ROI l Deeper integration l Increase benefits via integration and automation l Wider adoption across the organization l Generalizing the benefits l Expand initial processes into adjacent areas Copyright Kemsley Design Ltd., 2011 76
  • 77. BPM Center Of Excellence l Vision for enterprise BPM l Overall BPMS architecture l Process redesign to expand existing BPM processes to new participants l Training and mentoring on tools and methodology l Governance l Repository of reusable artifacts Copyright Kemsley Design Ltd., 2011 77
  • 78. From BPM Project To Program 1st BPM project Resources Resources CoE: Plan Core team Expand team Resources Resources 2nd BPM project Time Copyright Kemsley Design Ltd., 2011 78
  • 79. Summary Copyright Kemsley Design Ltd., 2011 79
  • 80. Summary l The history and evolution of BPM l Current trends in BPM l Types of processes and BPMS l Starting and growing a BPM initiative Copyright Kemsley Design Ltd., 2011 80
  • 81. Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Questions? Copyright Kemsley Design Ltd., 2011 81