A Model for Process Transformation

1 May 22-24, 2007

Washington Dulles HiltonThe Business Transformation Conference

Chris LawrenceBusiness Architecture ConsultantOld Mutual South Africa

Session Title:A Model for Process and Transformation

WelcomeWelcome

to Transformation and Innovation 2007 The Business Transformation Conference

2 May 22-24, 2007

A Model for Process and Transformation

WfMC BPM and Workflow Handbook 2007– Paper:

• Business Process Architecture and the Workflow Reference Model

– Argument:• Derive BPM reference model not from workflow

or BPM technology, but from logical analysis of the business process

3 May 22-24, 2007

Draft BPM reference model– Logical analysis of the business process– Advantages:

• Same model can support:– Technology– Process management– Transformation

– Analogy:• Relational data model

4 May 22-24, 2007

WHAT versus HOW

Analogy:– Logical data model v physical data design

Process rules even if no systems were used

Process features relating to a

specific implementation

5 May 22-24, 2007

Process analysis, process modelling, process mapping, process design, process improvement...

Receiveswitch

requestMedium?

SYSXValidate request

Paperor fax

SYSXEnter request

WFRoute for checking

WFCheck request

WFValidate scheme

member, populatequeue and move

to MSC

SYSXCheck request

Switch tocash

Operational procedure design around given system components

‘Process’ = linking components together (procedurally or

automatically or both)

This is HOW not WHAT

6 May 22-24, 2007

Draft BPM reference model

Objectives:– Understand process as WHAT– To get best available HOW

Initial scope:– ‘Administration’:

• Processing orders & applications, granting approval, carrying out instructions …etc etc

• Sales, financial services, central & local government, education, travel, tourism …etc etc etc

7 May 22-24, 2007

Administration

Service to ‘end-customer’– Implicit or explicit ‘request’

Rule-governed– Right and wrong ways– Standard v exceptions– Sequence; completeness

Increasingly supported by computer systems– People deal with exceptions and special cases– People make rules rather than follow them

8 May 22-24, 2007

Administration

– Content & rules can be treated abstractly– Essence survives translation into different

formats (brain, paper, digital…)– Eg life insurance policy:

legal contract between a financial organization and

another person or organization, in relation to one or more human lives

Almost everything about it and its creation can be treated abstractly - in a

translatable (eg digitizable) way

Cannot say the same about the

process of making an armchair

9 May 22-24, 2007

Administration

Concrete object– Cannot be

translated into another form and stay an armchair

Life insurance

policy

Abstract entity– Can be translated

into another form– Only has to exist

as hard copy if rules say so

10 May 22-24, 2007

Process

ProcessInput(s)Input(s)Output(s)

Familiar model

11 May 22-24, 2007

Process

Order process

Input(s)Received goods

Business process

Customer order

12 May 22-24, 2007

Process

Addition process

Calculation process

13 May 22-24, 2007

Process

PhotosynthesisWater

Carbon dioxide

Sunlight

Glucose

Oxygen

Natural process

14 May 22-24, 2007

Process

This model is generic– Nothing special about business process

15 May 22-24, 2007

Process

Process 1

Input 1

Output 1

16 May 22-24, 2007

Process

Process 1

Input 1

Output 1

Input 2

Process 2

Input 3

Output 2

Output 3

17 May 22-24, 2007

Process

Process 1

Input 1

Output 1

Input 2

Process 2

Input 3

Output 2

Output 3

Input 4

Process 3

Output 4

18 May 22-24, 2007

Process

Process 1

Input 1

Output 1

Input 2

Process 2

Input 3

Output 2

Output 3

Input 4

Process 3

Output 4

19 May 22-24, 2007

Process

Input 1

Input 3

Process 4 (1+2+3)

Output 4

Output 3

20 May 22-24, 2007

Process

This model is also indefinite– Where does the process start and stop?

– For a business process we need something more precise

21 May 22-24, 2007

Business process

Process Output(s)Input(s)

ProcessRequest Outcome

For a business process we need to identify:– A particular kind of input– A particular kind of output

Request is for the outcome Outcome = thing requestedRequest = entity changing business status through the processOutcome = last business status change

BPMN symbol for ‘data object’

BPMN symbol for ‘process’ or ‘process

component’

22 May 22-24, 2007

Business process

ProcessRequest Outcome

Unambiguous start point Unambiguous

end point

At individual instance level

Paradigm case: request is from a customer (external or internal)

Paradigm case: outcome is for that customer

Achieving the requested outcome will involve following rules

‘Process’ is not arbitrary:starts with the request & =

everything which must be done to achieve the requested outcome

23 May 22-24, 2007

Business process

ProcessRequest OutcomeProcessRequest Requestedoutcome

Alternativeoutcome(s)

The business process will involve following rules– Rules may or may not be satisfied

– Requested outcome may not be achieved:• Eg ordered goods unavailable; loan application unsuccessful; …

– But just like the requested outcome, any alternative outcome will also be correct in terms of the rules of the process

24 May 22-24, 2007

Business processBusiness process

Order process

Input(s)Received goods

Customer order

Order Order process

Despatchadvice

25 May 22-24, 2007

Subprocess

– A business process can normally be broken down into a finite series of subprocesses…

Request Process

Outcome OutcomeRequestSubprocess

Subprocess2+

Subprocess3+

Takeorder

Checkcreditrating

Matchagainststock

Authoriseorder

Despatchorder

Checkorder

Order process

Start Stop

26 May 22-24, 2007

Subprocess

OutcomeRequestSubprocess

Subprocess2+

Subprocess3+

Fixed pattern: sequential; parallel…

Subprocess 1, subprocess 2 etc can be described in purely business terms, eg

‘authorise order’, ‘match against stock’. Subprocesses would need to happen

whatever system was used, or whether a system was used at all.Boundaries often =

hand-offs/breakpoints needing internal/external interaction, eg

input or authorisation.

Boundaries set by business not system constraints.

Boundaries often correspond to bottlenecks, eg x cases awaiting authorisation.

Subprocesses not arbitrary collections of actions, nor events in terms of a

particular computer system:Eg not Run job C123 but Check

customer’s credit rating.

27 May 22-24, 2007

Subprocess

Takeorder

Checkcreditrating

Matchagainststock

Authoriseorder

Despatchorder

Checkorder

Order process

Start Stop

A subprocess is not:– An arbitrary set of actions

– A piece of functionality

A subprocess is:– A transition from one business status to the next

In this example order process:– ‘Check credit rating’ = transition from ‘awaiting Check credit rating’

to ‘awaiting Match against stock’

28 May 22-24, 2007

Where are we?

So far:– Business process

• Request• Outcome

– Subprocess

Next:– Business rule– Task

29 May 22-24, 2007

Business rule

Takeorder

Checkcreditrating

Matchagainststock

Authoriseorder

Despatchorder

Checkorder

Order process

Start Stop

Rules about what subprocesses

Rules about sequence of

subprocesses

Rules about what happens inside a

subprocess

Subprocess ‘Check order’:

All orders must be for a known customer

Items must be identifiable as goods the business trades in

Quantities must be specified

…etc.

30 May 22-24, 2007

Business rule

NOT:– Process and subprocesses come first– Then decide what the rules are

BUT:– Rules come first– Definition of process = rule

• Where process starts and stops

– Analysis into subprocesses = rules– Some rules fit inside other rules, eg

• Rule that you have to achieve something

• Rules about what to do to achieve it

...which takes us to the concept of

31 May 22-24, 2007

Takeorder

Checkcreditrating

Matchagainststock

Authoriseorder

Despatchorder

Checkorder

Order process

Start Stop

Rules about what happens inside a

subprocess

Subprocess ‘Check order’:

All orders must be for a known customer

Items must be identifiable as goods the business trades in

Quantities must be specified

…etc.

32 May 22-24, 2007

Take order

Check creditrating

Match againststock

Authoriseorder

Despatchorder

Check order

OKNot OK

Check each order against business

Valid orders can pass to the next

subprocess

But what about invalid orders?

33 May 22-24, 2007

TaskAll the work of the subprocess is contained within the tasks.

‘Subprocess’ = container for the tasks.

Checkcreditrating

Matchagainststock

Authoriseorder

Despatchorder

Check order

Automaticcheck

Manualcorrecterrors

Takeorder

All orders go through the

automatic check task, which runs business rules

Some orders (perfect ones) only need to go through

the automatic task

Others (imperfect ones) are routed by the automatic task

to the manual task

Manual task to correct the errors

The manual task then routes them back to the automatic

task for rechecking

34 May 22-24, 2007

Match againststock

Authoriseorder

Despatchorder

Check credit rating

Automaticcredit check

Manual creditcheck

Automaticfollow up

Manualrecord reply

meets criteriaof 3, 4 or 5approved

(rule 3)

pass1 or 2

written to customer(rule 4 or 5)

Checkorder

Take order

Example of a more complex task structure for subprocess: Check

credit rating

But the principle is the same: tasks & routing derived from applying

rules to possible orders

35 May 22-24, 2007

Apply the concept of a

Business ruleto the

Routingneeded to achieve the work of a

Subprocessand you get the concept of a

Flow at subprocess level:

- From logical sequencing of process rules

- Ignores variety of individual cases

Flow at task level:

- From logic & logistics of applying process rules to variety of individual cases

36 May 22-24, 2007

Draft BPM reference model

Process architecture approach:– Three levels

• A business consists of a finite set of processes• A process consists of a finite set of subprocesses• A subprocess consists of a finite set of tasks

– Result = process model• Derived from

– Business rules

applied to

– Business data entities

37 May 22-24, 2007

Process model Business (area)

Subprocess1.2A

Subprocess1.1

Subprocess 1.3

Subprocess2.1+

Subprocess2.2+

Subprocess2.3+

Subprocess2.4+

Subprocess3.1+

Subprocess3.2+

Subprocess3.3+

Subprocess3.5+

Subprocess3.4+

Process 1 Process 2 Process 3 …etc

Model can also show how processes interact with each other:

One may initiate anotherOne may terminate anotherOne may determine outcome of another…etc

38 May 22-24, 2007

Transformation

AS IS TO BE

39 May 22-24, 2007

Transformation

TO BEAS ISAS IS TO BE

At physical level:

HOWCurrent solution, using

current systems, people, partners etc

At physical level:

HOWProposed solution, using

proposed systems, people, partners etc

Both are HOW not WHAT:

40 May 22-24, 2007

Transformation

Need a stepping stone:

AS IS TO BELogical model

41 May 22-24, 2007

Transformation

Logical model= step between TO BE and AS IS

• Implicit or explicit• = AS IS with all contingent constraints removed

(Abstract away everything that could be otherwise)

• Logical model can only be realised in physical terms

TO BE:= best available/achievable implementation of logical

42 May 22-24, 2007

Logical model

Subprocess1.2

Subprocess1.1

Subprocess 1.3

Subprocess2.1+

Subprocess2.2+

Subprocess2.3+

Subprocess2.4+

Subprocess3.1+

Subprocess3.2

Subprocess3.3

Subprocess3.5

Subprocess3.4

Business (area)

Process 1 Process 2 Process 3 ...etc

= Process model

Account

AddressMember

Organization

OrgCategory

A Model for Process Transformation

Business

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