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Dynamic Processes & DMN - Accelerators for the digital transformation

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Business Process Management (BPM) as a Service, that is what the Oracle Process Cloud Service (PCS) is about. It provides tools to collaboratively create business processes, forms, rules, documents, services and data in a zero-code web-based environment. Of course BPM is not a new topic and quite a few initiatives failed in the last decade. However, with dynamic processes and decision modeling, Oracle PCS provides two very important enrichments which avoid the main challenges from the past in order to deliver real value to the knowledge workers. Join us and see how to rapidly design, automate and manage modern business processes with PCS and learn how dynamic processes and decision modeling will influence today's BPM world.

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Dynamic Processes & DMN - Accelerators for the digital transformation

  1. 1. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich  Überraschend mehr Möglichkeiten © OPITZ CONSULTING 2017 Accelerators for the digital transformation Danilo Schmiedel, Sven Bernhardt Dynamic Processes & DMN
  2. 2. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 2 OPITZ CONSULTING - A success story since 1990  Our Mission: Help organizations to leverage the possibilities of digitalization to be different, better and faster than their competitors  Owner-led company with  400+ consultants  11 locations in Germany and Poland Danilo Schmiedel   Managing Consultant  Lead for Competence Center Cloud About us Sven Bernhardt  Solution Architect  Technical Lead for API Management
  3. 3. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN BPM ?
  4. 4. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Seite 4 Agenda 1 2 3 4 Status quo BPM Structured & Unstructured Processes Decision Modeling Summary Dynamic Processes & DMN
  5. 5. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Seite 5 Status quo BPM 1 Dynamic Processes & DMN
  6. 6. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 6 Status quo BPM Thesis 1: BPM is still relevant!  Search with Google for ”Business Process Automation” returns > 26.000.000 results  Benefits:  Increased business transparency  Decreased operational costs  Discovering optimization opportunities Thesis 2: BPM is dead!  Search with Google for ”Business Process Management is dead” returns ~ 8.170.000 results  Processes are no longer in the spotlight  Other topics are in the focus  Digital transformation & Cloud  Analytics & Big Data  Machine Learning & AI
  7. 7. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 7 Areas of activity for workflow automation Standardization Differentiation InnovationNew ideas Better ideas Typical ideas Customer-specific solutions Standard Software solutions Systems of Innovation Systems of Differentiation Systems of Record Based on Pace Layered Application Strategy, Gartner 2012
  8. 8. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 8 “Prozessmanagement ist der Tod der Innovation!” Prof. Dr. Gunter Düeck, 2013
  9. 9. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 9 “Geschäftsprozesse sind die Algorithmen eines Unternehmens” Jakob Freund (CEO | camunda), 2017
  10. 10. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 10 Our opinion: The truth is something in between!  Yes it is right - BPM is definitely in the anti-hype software category  Issues with BPM  It wasn’t possible to establish a common understanding of BPM between vendors, business and IT  Sometimes it's hard to describe complex problems with a rigid process model.  BPM promises could not be kept (fast development cycles, improvements at scale, self-service solutions, etc.)  BPM was understood as a tool or platform and not as a discipline  BPM has often been treated as a holistic enterprise approach  BPM was driven only by IT (in some companies)  In today's agile and fast-moving world, another look at BPM is necessary  The focus is on the actual workflow with a smaller scope.  More specific use cases, no longer enterprise-wide focus.  Use BPM to differentiate and standardize. Innovation might be solved in a different way.
  11. 11. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 11 Areas of activity for workflow automation Standardization Differentiation InnovationNew ideas Better ideas Typical ideas Customer-specific solutions Standard Software solutions Systems of Innovation Systems of Differentiation Systems of Record Based on Pace Layered Application Strategy, Gartner 2012
  12. 12. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Seite 12 Structured & Unstructured Processes 2 Dynamic Processes & DMN
  13. 13. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 13 Typical fields of interest for Workflows Document-Centric Marketing Asset Management Training Document Creation Apps Customization Extend standard applications with custom functionality PaaS4SaaS Human-Centric Approval Processes Claim Management
  14. 14. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 14  Processes or subprocesses with:  Activities may be executed more than once  Some activities are mandatory, some are optional  There are manual and automated activities  Activities from different phases can relate to each other  Going back to preciding activities or phases is possible  During runtime there may be need for ad hoc activities, e.g. when a colleague has to be involved  Activities are executed by different roles:  A security concept controls, if an activity can be executed.  For better scaling, work has to be distributed Level of detail 1 Level of detail 2 The challenge with structured (or rigid) processes
  15. 15. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 15 Source: The Forrester Wave™: BPM Suites, Q1 2013, Clay Richardson and Derek Miers, March 11, 2013 Structured & Unstructured Processes
  16. 16. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 16 Structure & Unstructured Processes with Oracle Process Cloud Service
  17. 17. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 17 Dynamic (Unstructured) Processes Stage based Modeling  Use Case:  Process is divided in large groups of tasks (Stages or Phases) with a dynamic phase execution order.  Tasks within a Stage are executed based on declarative rules over the process context  Examples:  Labor Dispute, City Permit, Fraud Charge Dispute. Popular in Public Sector, Insurance and Finance  Details:  Dynamic variation of Case Management  Stages entry/exit, activity entry/exit conditions based on rules and external intelligent services • Process is described in stages that can be executed sequentially or in parallel • Tasks within a stage can be conditionally activated and executed based on simple declarative rules
  18. 18. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 18 Adaptive Processes not available yet  Use Case:  Dynamic Process where parts of the process are routed and activated combining process context and external intelligence sources like AI Apps for best decisions (not simply expression rules)  Examples:  Best Service Offer, Best Financial Package Offering  Details:  Advanced dynamic process execution  Leverages external intelligence sources (i.e.: AI Apps) that utilize Machine Learning and Predictive techniques to support best decisions for a process Leverages Intelligence ML-based Recommendations
  19. 19. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 19 Dynamic Processes – Modeling Capabilities
  20. 20. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 20 Dynamic Processes – Modeling Capabilities  Group activities in Stages  Supported Activities: User, Process and Milestone  Activation and Termination conditions for Stages and Activities
  21. 21. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 21 Task EngineDMS Process Engine System Integration Suggest Next Step Knowledge Area Quick Overview Related Docs Audittrail / Analytics History Navigation Runtime User Experience How could a User Interface for Dynamic Processes look like?
  22. 22. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 22 Runtime User Experience for Dynamic Processes 360 View for Knowledge Workers Discrete Tasks assigned to specific Workers
  23. 23. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Demo 1
  24. 24. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Demo 2
  25. 25. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Seite 25 Decision Modeling 3 Dynamic Processes & DMN
  26. 26. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 26 The role of business rules in processes  Business Rules describe core policies and decision and should be handled accordingly  Separate the Decision logic from the Business flow logic  Decoupled Lifecycle Management for Business Rules  Split responsibilities  Goals:  Ensure agility  Ensure Business continuity  Further comprehensibility and transparency
  27. 27. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 27 Criteria for potential business rule candidates  Volatility  Does the decision have a more static or dynamic character?  Reusability  Is the decision logic only used in one place or is it re-used in other places also?  Impact  What is the business impact, if a rule is not up-to-date?  Compliance  How relevant is a decision with respect to legal regulations? 0 1 2 3 4 Volatility Reusability Impact Compliance Business Rule candidate evaluation RC1 RC2 RC3 RC4
  28. 28. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 28 Separate flow from decision logic to avoid Anti-patterns!
  29. 29. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 29 Don’t implement complex decision logic within the flow! Expense restrictions: Lunch < 25 Dinner < 45 Taxi < 75 Hotel < 150
  30. 30. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 30 DMN is for business rules, what BPMN is for processes  Decision Model and Notation (DMN) is a industry standard for modeling and executing decisions that are determined by business rules  DMN is not owned by a certain enterprise but by an institution (OMG)  DMN defines  Decision Requirements Graph (DRG) & Decision Requirement Diagram (DRD) to depict decision domains  Decision tables for expressing decision logic  Decisions can be modeled and executed using the same language  Developed by people having decades of experience with business rule management
  31. 31. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 31 DRD: Decision meta model Expense Compliance Expense Report Expense Compliance Financial Dept. Expense Policy Input Data Decision Business Knowledge Knowledge Source Information Requirement Knowledge Requirement Authority Requirement
  32. 32. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 32 Decision table: Implementation technique for decisions
  33. 33. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 33 Oracle DMN Decision Service  Microservice with independent Lifecycle  Easy integration from PCS  Callable from any REST client Oracle Process Cloud Service Oracle DMN Decision Service
  34. 34. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 34 DMN Decision Service functionalities in a nutshell  Top Down Decomposition Modeling  Rich set of Decision Implementation Options  Expose decision via multiple Services with common input parameters  Runtime REST Stateless Performant Decision Services  Multiple Versioning Options  Snapshot-based approach  Multiple Versions  Patching (overwrite)  On the fly changes  Built-In Testing Capabilities
  35. 35. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 35 Include DMN Decision Service in the process
  36. 36. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Demo 3
  37. 37. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Seite 37 Summary  BPM is not dead, but another look at BPM is necessary!  The attention should be on the actual workflow with a smaller scope  Don’t lose yourself in enterprise-wide focus and keep it simple  Use a combination of structured and unstructured process implementations according to your requirements  Separate process flow logic from decision logic  Oracle PCS has a rich toolset, but integration to automated testing and CI/CD is missing today!  Use BPM to differentiate and standardize  Innovation might be solved in a different way 4 Dynamic Processes & DMN
  38. 38. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich Seite 38 Q & A Dynamic Processes & DMN
  39. 39. © OPITZ CONSULTING 2017 Informationsklassifikation: ÖffentlichDynamic Processes & DMN Seite 39 We’re the engine of digital transformation! OC|Lab ® Download: http://tinyurl.com/y9k687o5
  40. 40. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich  Überraschend mehr Möglichkeiten @OC_WIRE OPITZCONSULTING opitzconsultingWWW.OPITZ-CONSULTING.COM Seite 40 Contact us! Danilo Schmiedel Managing Consultant Solutions | Oracle ACE Director OPITZ CONSULTING Deutschland GmbH Tempelhofer Weg 64, 12347 Berlin, Germany Phone: +49 173 7279001 Mail: danilo.schmiedel@opitz-consulting.com @dschmied http://inside-bpm-and-soa.blogspot.com Sven Bernhardt Solution Architect | Oracle ACE OPITZ CONSULTING Deutschland GmbH Kirchstrasse 6, 51647 Gummersbach, Germany Phone: +49 172 2193529 Mail: sven.bernhardt@opitz-consulting.com @sbernhardt https://svenbernhardt.wordpress.com Dynamic Processes & DMN
  41. 41. © OPITZ CONSULTING 2017 Informationsklassifikation: Öffentlich 3 Membership Tiers • Oracle ACE Director • Oracle ACE • Oracle ACE Associate bit.ly/OracleACEProgram 500+ Technical Experts Helping Peers Globally Connect: Nominate yourself or someone you know: acenomination.oracle.com @oracleace Facebook.com/oracleaces oracle-ace_ww@oracle.com Dynamic Processes & DMN 41

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