This document discusses key issues in business process management (BPM) and enterprise architecture. It summarizes that BPM is not just about technology, diagrams, or architecture, but rather improving business. It identifies common BPM issues such as a lack of focus on economic value, appropriate metrics, and governance. The document also discusses process modeling challenges, resource constraints, and the need for a staged approach to BPM maturity.
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
What Every EA Needs to Know About Workflow & BPM
1. What Every Enterprise Architect Needs to
Know about Workflow and BPM
Michael zur Muehlen, Ph.D.
Center of Excellence in Business Process Innovation
Howe School of Technology Management
Stevens Institute of Technology
Hoboken NJ
Michael.zurMuehlen@stevens.edu
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BPM is NOT about
Technology
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2. BPM is NOT about
Creating Diagrams
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BPM is NOT about
Architecture
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4. Modeling in the Large:
Industry Partners
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Strategy-related Issues
Top
Economic Value
Management Governance
(economics)
Support
Lack of value
Commit-
End-goal Focus on ROI metrics (i.e., Lack of Corporate Ownership
ment to Sponsorship Incentives Costs Politics
perceptions Initiatives Justification Balanced Benchmarks standards of models
long term
Scorecard)
Costs
Lack of
New tool associated with Lack of
Training coordination
acquisition updating the control
point
models
Strategy-related Issues
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5. Process Modeling
Life Cycle Issues
Setup Design Maintenance
Lack of Lack of Lack of Consoli-
Model quality Variant
modeling standards common Infrastructure Rework Timeliness dation and
assurance management
objectives for reuse methodology Integration
Corporate
Level of Model Modeling
modeling
abstraction maintenance guidelines
standard
Modeling-related Issues
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Resource-related Issues
Process Information Tool and
Model User
Modeler Provider Language
Level of Hierarchical Integration
Lack of
Lack of Limited
expertise Capability BPM Level of decompo- with other
using full
adequate access to
and to abstract education complexity sition of modeling
toolset
toolset repository
experience models tools
features
Resistance Lack of good
Lack of Lack of efficient
Cost Turnaround to change / Knowledge Integration graphical
model repository search
efficiency time adoption of sharing of activities process
utilization engine
BPM mapping
Lack of Loss of Intellectual
Lack of
communication knowledge property
transfer
Resource-related Issues
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software selection and implementation
software maintenance
BPM = Project + Lifecycle
Enterprise Process Frameworks
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7. BT Process Hierarchy
Level A
Strategic
Business Activities Scorecard
Business Activities Objectives
Process
WHAT
Description
Level B
Process Groupings Process Groupings Ownership Services
Level C
Core Processes Tactical
Core processes Products
Delivery Units
Process
Description
Level D
Business Process Flows
Processes Systems
Delivery Teams
Level E
HOW
Operational Process Flows
Operational
System Functions
Sub Processes Roles
Process
Description
Level F
Detailed Process Flows
Detailed Roles
Detailed Processes Transactions
Source: British Telecommunications plc 2006
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Top-Down Strategy
Level A Strategic
Strategy
Business Activities Processes/
Scorecard
Business Activities Objectives
Rule
Level B Description
Top-Down Project
Process Groupings
Process Groupings Ownership Services
Level C
Tactical
Core Processes
Processes/
Core processes Products
Delivery Units
Rule
Level D
Description
Business Process
Flows Processes Systems
Delivery Teams
Level E
Operational
Operational Process
Processes/
Flows System Functions
Sub Processes Roles
Rule
Level F
Description
BPM Application
Detailed Process
Detailed Roles
Detailed Processes Transactions
Flows
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8. Process Architecture: Benefits
Allow to short-circuit process identification phase
Provide neutral map for navigation along processes
Standardize terminology across the enterprise
Enable benchmarking across organizations
Designed based on industry best practices
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Process Architecture: Fortune 100
Methods Enterprise Process Architecture Organization
Level
concept Roles &
Responsi-
Convention
bilities
handbook
Process
Modeling
Owners
handbook
Process
Corporate
Managers
Modeling
Service
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9. Architecture Contents
Glossary and Data Structures
Common terminology that Business & Systems Analysts can refer to
Business Capabilities and Process Definitions
What capabilities do you have, and what processes do you support
Senior managers and business users have a common vocabulary of
processes
Software purchases or outsourcing agreements are simplified
Consistency across business partners
Library of Cross-Organizational Messages
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Example: ACORD
Insurance Business is assemblage of standard process building
blocks
Use for internal integration
Integration across distribution channels
With third-party providers
“We are about the business content that goes into the process”
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10. Process Framework Benefits
Frameworks save time
Coloring a picture vs. drawing a picture
Frameworks reduce risk
Incorporate best practices
Frameworks enable business agility
Provide business context
Frameworks reduce costs
Enterprise overview helps identify areas in need of improvement
Frameworks enable incremental development
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BPM Governance
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11. Product Product Product Product Product
Line 1 Line 2 Line 3 Line 4 Line 5
Process
Group 1 Process
Manager
Process
Group 2 Process
Manager
Process
Group 3 Process
Manager
Process
Group 4 Process
Manager
Process
Group 5 Process
Manager
Leveraging Vertical and
Horizontal Expertise
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Compare Sainsbury (2006)
Process Ownership
Source: Sainsbury (2006)
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12. Focus Role Objective Level
Corp. Region Division
Process Sponsor Facilitate & Drive
Process Framework
Strategic Method & Compatibility
Executive
Process Executive Standardize & Optimize
Process Performance
Process Owner Management
Operational
Process Manager Implement & Optimize
(recommended)
Process DB Manager Responsible for ARIS
Shared
Service
Process Modeler Modeling Processes
BPM Roles - Example
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Corporate Assessment Framework
Process Portfolio & Target setting
Process Documentation
Harmonization
Process
Standardization Process Performance
Management
Methods Controlling
Organization
& Tools
Process Optimization
Program Management, Qualification, Communication
Data Management
IT-Architecture
Example: Fortune 100 Industrial Enterprise maturity assessment
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13. Visualization of Results:
2 Business Units Assessed 5
4
3
2
1
0
Process Portfolio & Target setting
Process Documentation
Process Performance Controlling
Process Optimization
Harmonization/Standardization Methods & Tools
Process Management Organization
Program Management, Qualification, Communication
Data Management
IT-Architecture
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Classification Level 1 Level 2 Level 3 Level 4 Level 5
Quantitatively
CMMI Stage Initial Managed Defined Optimizing
Managed
Forward-looking
A business
No business Individual process A business and outside
intelligence
intelligence metrics are intelligence information is
BI equivalent information
services are being collected through platform is in integrated into
architecture is
utilized manual probes place the BI
defined
infrastructure
Process metrics
Processes are Processes are are automatically
Processes are Processes are
modeled using a modeled and obtained and
BPM equivalent performed continually
formal modeling automated using processes are
manually optimized
notation BPMS technology managed on a
day-to-day basis
Continual
A comprehensive
Individual An enterprise optimization of
No services are services
SOA equivalent services are service bus is in QoS parameters,
defined architecture is
defined place services
defined
architecture
Maturity Stages
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14. The BPM Maturity Model
Business Process Management
Maturity
Strategic Governance Method IT People Culture
Alignment
Process Roles and Process Design & Process Design & Process Skills & Process Values &
Process
Improvement Plan Responsibilities Modeling Modeling Expertise Beliefs
Process Process
Decision Making Process Education Process Attitudes &
Strategy & Process
Implementation & Implementation &
Capability Linkage Processes & Learning Behaviors
Executions Executions
Process Metrics & Process
Process Control & Process Control & Responsiveness to
Process
Performance Collaboration &
Architecture Measurement Measurement Process Change
Linkage Communication
Process Process Process Leadership
Process
Process Output
Management Improvement & Improvement & Attention to
Measurement Knowledge
Standards Innovation Innovation Process
Process Process Project & Process Project & Process
Process Customers Process Social
Management Program Program Management
& Stakeholders Networks
Controls Management Management Leaders
Source: Rosemann & DeBruin 2006
Agile BPM Maturity
Satisfying all 30 facets of the BPM Maturity Model takes a long time
A subset of the BPM Maturity model is needed to guide an
organization toward a rapid deployment of BPM technology
Example: Staged Deployment of Maturity Initiatives
Modeling Tool Extended use of Tool
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15. Choosing the Right Strategy
There is no single right pathway for all organizations
If command-and-control infrastructure: Methods come first,
culture comes later
If participatory organization: Culture and people need to be
nurtured earlier in the process
If centralized organization: Building a central repository can
be undertaken early in the process
If decentralized organization: Leveraging individual projects to
facilitate quick wins is important, but an integration strategy for
the project results later on needs to be instituted early on
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3 Challenges Ahead
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16. Business People Acquiring
Management by Magazine
50 Years of IT Lock-Down
IT Skills
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Thank You – Questions?
Michael zur Muehlen, Ph.D.
Howe School of Technology Management
Stevens Institute of Technology
Castle Point on the Hudson
Hoboken, NJ 07030
Phone: !+1 (201) 216-8293
Fax:! +1 (201) 216-5385
E-mail:! mzurmuehlen@stevens.edu
Web:! http://www.cebpi.org
Process Thought Leadership
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