© Copyright IBM Corporation 2007

Process Identification and ReuseBo Ebro Christensen, Executive IT Architect, IBM

Topics – sources of reuse

Introduction – why is this important

Component Business Modelling

APQC.org

Industry Models

Industry Frameworks

Arbejdsgangsbanken

Workflowpatterns.com

Standards

”Open Process Environment” for collaboration - BPM BlueWorks et al

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Bo Ebro Christensen

About IBM

IBM World Wide: 398.000 employees

IBM DK

4300 Employees

20% revenue from Software & Hardware

80% revenue from services

IBM must develop a point of view on all aspects of the industry

IBM must develop best practices and reuse what we have – internally and externally

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Bo Ebro Christensen

About Bo Ebro Christensen

Working with BPM implementation since 2002 on a Nordic level

Working with Digitalization since 2008

Worked several years with Productivity Measurements of Development Processes (Function Point & other metrics = the KPI of the development process)

Digitaliser2010 major ”take aways”

”The bottleneck today is our ability to exploit technology, not technology itself”

”For the next 10-15 years 100.000 people will stop working and only 50.000 pr year will start working”

We must start working smarter – or reduce service level

Team lead since 2008 for Smart Work Nordics - part of IBMs ”Smarter Planet” concept – aimed at exploiting technology at a World Wide level

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Bo Ebro Christensen

Non-reuse is non-smart work

5

Enterprice, LoB, business area

Process landscapeProcess groups

BPM Disciplines – coarse grained – used for this discussion onlyProcess Modeling Focus Monitoring / measurements Focus

Single process and related artefacts

Strategy, goals, competencies, capabilitiesCritical success factors etc

Key Performance Indicators, consistency, validation

Key Performance Indicators,- Benchmark results within organization and across orgs

IT non-functional requirements

6

Level 0 - Addressing overall organizational goals, aka (list of) 'key business objectives' that are implemented by an organizations‘

processes

Level 1 - Big process groups categorized in e.g. functional domains or business units: processes of Human Resource,

Logistics, Finance, identification of large 'business activities', etc

Level 2 - (list of) Key processes of a functional domain or business unit, e.g. for Human Resources: Recruitment,

Payroll, Education Programs, etc

Level 3 - First layout of an identified process, includes (high level process

map) activities and resources of a targeted process, still high level, no

control flow details, rather a 'sequence of process steps'

Level 4 - Detailed physical business process model incl

control flow (sequences, parallelism, loops, etc)

Level 5 - Detailed physical business

now adapted to 'runtime‘

limitations

Level 6 - Execution / implementation model incl

all technical details for process deployment on

process platform (production environment)

Process Identification

Process Definition

Process Deployment

Process Design

Landscape

Mo

d.

Fo

r E

xe

cu

tio

n

Mo

d.

Fo

r D

oc

u

Mo

d.

Fo

r R

ed

es

ign

Conceptual Enterprise (Objectives)

Conceptual Process Domains / Groups

Logical Process Domains / Process Groups

Logical Basic Business Process

Business Physical Process

Technical Physical Process

Implementation Process

Business (Process) Modeling – Pyramid From Level 0 down to Level 6

Bu

siness

strategist

Bu

siness

analyst

Pro

cess arch

itect

Integ

ration

sp

ecialist

WHAT

HOW

level name level description user role

Mo

d.

Ex

ec

ute

+M

on

ito

r

Upper level tools for reuse

20 April 2023Nordic BPM Push PlayBo Ebro Christensen

9

PI

P Def

P Depl

P Des

L

D

EComponent Business

Modelling

Capability Map, Strategy Map,Linked to measures

• CBM maps available for some 50 industries• Public framework (FORM) based on CBM for DK Public Sector

From components to services – establishing the process pipeline

C = Competitive

Target Competency

B = Base

ML = Market Leader

Revenue / Cost

Revenue

Cost

“Hot” Component

Target Competency

B = BaseC = CompetitiveD = Differentiated

% Revenue / Cost

RevenueCost“Hot” Component

FinancialManagement

Customer Accounting

CustomerService and

Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

BU Administration

Manage Alliance Rel

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/L Product Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans

Customer Portfolio and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting)

Customer Profile

Contact/Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Mgmt

Rewards Mgmt

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

BillingTreasuryAuthorizations

Sales and Cross-Sell

Service/Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

H L

L M

M L

M L

M L

M H

L M M LL L

L L

L L

L L

M M

M L

M H

L L

H L

M M

M L

H M

H L

H H

M M

L M

L M

M L

L L

L L

L M

M M

M L

M L

M L

L L

M M

L M

M L M L

L H

M L

M L L L

M M

M H

L M

L M

L LL L

L L L L L L

M L

High = $150M

Med = $70M

Low = $10M

High = $160M

Med = $75M

Low = $11M

C = Competitive

Target Competency

B = Base

ML = Market Leader

Revenue / Cost

Revenue

Cost

“Hot” Component

Target Competency

B = BaseC = CompetitiveD = Differentiated

Target Competency

B = BaseC = CompetitiveD = Differentiated

% Revenue / Cost

RevenueCost“Hot” Component

% Revenue / Cost

RevenueCost“Hot” Component

FinancialManagement

Customer Accounting

CustomerService and

Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

BU Administration

Manage Alliance Rel

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/L Product Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans

Customer Portfolio and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting)

Customer Profile

Contact/Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Mgmt

Rewards Mgmt

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

BillingTreasuryAuthorizations

Sales and Cross-Sell

Service/Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

H L

L M

M L

M L

M L

M H

L M M LM LL L

L LL L

L LL L

L LL L

M M

M L

M H

L L

H L

M M

M L

H M

H L

H H

M M

L M

L M

M L

L L

L L

L M

M M

M L

M L

M L

L L

M M

L M

M L M L

L H

M L

M L L L

M M

M H

L M

L M

L LL L

L L L L L LL L

M LM L

High = $150M

Med = $70M

Low = $10M

High = $160M

Med = $75M

Low = $11M

20 April 2023 12Bo Ebro Christensen

Prioritized list of to-be process models

List of Service definitions

CBM heat-maps helps you set the scope and priority

Identify and evaluate benefit of processes

List of roles/actors

APQC Categories

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Bo Ebro Christensen

•Non profit org aimed at standardising and improving processes•Originally a generic process taxonomy – now with industry specific taxonomies• Mostly known for process taxonomy, standard KPIs and benchmark gathering

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Bo Ebro Christensen

KPIs

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Bo Ebro Christensen

APQC.ORG

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Bo Ebro Christensen

17

PI

P Def

P Depl

P Des

L

D

ETaxonomy of processes down to business activity level

Predefined KPIs for measurements and benchmarking

Industry Models

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Bo Ebro Christensen

PI

P Def

P Depl

P Des

L

D

E • Industry Models describe generic processes and the context of these for an entire industry• Typically 3-400 processes are identifed and mapped• Also describes generic services to be invoked• Usually no KPIs – or just KPIs in text form• Not executable processes – needs to be extended and mapped to existing services

Industry Models for Financial Services - unique asset that ties Business and IT together

Basis for enterprise architecture and model based application development

Rapidly and accurately define the scope of projects, existing applications and new initiatives

Enterprise-wide specification for data marts and the enterprise data warehouse

Comprehensive basis for process improvement and simplification

Object and Integration Models

Data Warehouse

Models

Business Process Models

Foundation Models

Data Model Function Model Workflow Model

Enterprise wide specification and design for software components andService Oriented Architectures

Industry Frameworks

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Bo Ebro Christensen

PI

P Def

P Depl

P Des

L

D

E

PI

P Def

P Depl

P Des

L

D

E

Industry Models Industry Frameworks

Industry models covers all business activities within an industry – but no executable processes only hundreds of process models.Industry frameworks typically contains sample executable processes with KPIs.Typically cover a specific segment of business eg ”Health Care Provider”

Arbejdsgangsbanken

Danish initiative to establish a public repository of processes in a reusable context

Public repository for members (fee)

Several samples of actual processes within the same area.

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Bo Ebro Christensen

PI

P Def

P Depl

P Des

L

D

E

Patterns – eg Workflowpatterns.com

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Bo Ebro Christensen

• Originally some 20 control flow modelling patterns with good examples,descriptions and variations• Used as a benchmarking tool for BPM vendors• Now 125+ patterns for control flows, data, and resource patterns• More mathematical notation in newer versions

• Get the old description – good stuff for specific and often difficult modelling patterns

• Pattern usage comes in many forms and help accellerate and uniform modelling and make models more readable

Sample: Pattern 9: Discriminator N out of M

Patterns (and anti-patterns) build into some modelling tools and into some modelling ”advisor” tools

Patterns – workflowpatterns.com

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Bo Ebro Christensen

PI

P Def

P Depl

P Des

L

D

E • Patterns are used to accellerate modelling• No KPIs associated with workflow patterns• Patterns for KPIs exist elsewhere

Standards within Process Modelling

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Bo Ebro Christensen

BPEL

XPDL

BPMN

WSDL

FDML

FDLWSFL

BPELJ

WSBPEL

BPML

BPEL4WS ebXML

WSCI

YAWL

WS-CDL

BPXL

BPSS

BPEL4People

Standards have slowly merged into a few but mature standards

...but still we dont have true reusability across vendors

WSBPEL BPMN 2.0