Fstachecki: /* Relation between Business Process Layer and Service Layer⌘ */

2019-01-11T11:07:12Z

Relation between Business Process Layer and Service Layer⌘

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<slideshow style="nobleprog" headingmark="⌘" incmark="…" scaled="false" font="Trebuchet MS" >
;title: Business Process Management
;author: <br/>Filip.Stachecki@nobleprog.pl
</slideshow>
</div>
==Introduction⌘==
===A Brief History of Process⌘===
====Industrial revolution⌘====
[[File:ClipCapIt-150918-130251.PNG]]
* ('''1760 - 1840''') transition to new manufacturing processes:
** from hand production methods to machines
** new chemical manufacturing and iron production processes
** use of steam power
** rise of the factory system

====Ford T⌘====
[[File:ClipCapIt-150918-124516.PNG]]
* An automobile produced by Ford Motor Company from 1908 to 1927
* The first automobile mass-produced on moving assembly lines with completely interchangeable parts, marketed to the middle class
* The most influential car of the 20th century with more than 15 million cars manufactured
* Reduced production time from 12.5 hours to 93 minutes while using less manpower, and price from $825 to $260

====Frederick Winslow Taylor⌘====
[[File:ClipCapIt-150918-132458.PNG]]
* A mechanical engineer seeking how to improve industrial efficiency
* "Father" of the Scientific management & Efficiency Movement, Industrial Engineering
* Published "The Principles of Scientific Management" book in 1911
** "enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation"

====Toyota Production System⌘====
[[File:ClipCapIt-150918-150859.PNG]]
* ('''1948 - 1975''') An integrated socio-technical system, originally called "just-in-time production", developed by Toyota, that comprises its management philosophy and practices
* The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers.
* A major precursor of "lean manufacturing."
* 3M:
** '''Muri''' - impossible, beyond one's power, too difficult
** '''Muda''' - uselessness, non-value adding activities
** '''Mura''' - irregularity, inconsistency
====Total Quality Management (TQM)⌘====
[[File:ClipCapIt-150918-153138.PNG]]
* (1950s) William Edwards Deming an American engineer, statistician, and management consultant
* Inspiration for the Japanese post-war economic miracle (from the ashes of war to the second most powerful economy in the world in less than a decade)
* TQM Principles:
** Focus on work processes
** Analysis of variability
** Management by fact
** Learning and continuous improvement
====Business Process Reengineering (BPR)⌘====
[[File:ClipCapIt-150918-155458.PNG]]
* (1990s) Aimed to help organizations '''fundamentally''' rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors
* The scope of radical BPR is to reshape the way that entire organization does business
* Michael Hammer: "Most of the work being done does not add any value for customers, and this work should be removed."
* BPR was a way to dehumanize the work place, increase managerial control, and to reduce of the work force (downsizing)
====Business process management (BPM)⌘====
[[File:ClipCapIt-150918-161811.PNG]]
* Processes are the fundamental building blocks that have been hidden, now they must be made visible, explicit and transparent to all stakeholders, so they can be improved and optimized
* Process management is the application of knowledge, skills, tools, techniques and systems to define, visualize, measure, control, report and improve processes with the goal to meet customer requirements profitably.

===The Process Perspective⌘===
The Business Process Perspective means:
* thinking in terms of big picture, in terms of the process not the software
* designing and documenting business processes (easier to find your role and how it fits into the big picture)
* continuous process improvement
* process-centric organization responsive to market requirements

===Process Modeling Analysis & Design⌘===
====BPM Lifecycle⌘====
:[[File:ClipCapIt-140807-121046.PNG]]
<small>Marlon Dumas, Fundamentals of Business Process Management</small>
=====BPM Lifecycle⌘=====
* The first question is "'''What business processes are we intending to improve?'''"
* The initial phase is called '''process identification''' - start by at identifying the processes that are relevant to the problem, delimiting the scope of these processes, and identifying relations between these processes (e.g. one process being part of another process)
* '''Process architecture''' takes the form of a collection of processes and links between these processes representing different types of relation.
* “'''You can’t control what you can’t measure'''”. Before starting to analyze any process in detail, it is important to clearly define the process performance measures (metrics) that will be used to determine whether a process is in “good shape” or in “bad shape”.

=====BPM Lifecycle⌘=====
* Having understood the as-is process in detail, the next step is to '''identify and analyze the issues in the process'''.
* Process Analysts collect information about the time spent in each task of the process: the amount of time that process participants spend actually doing work or waiting for something to happen.
* '''Process redesign''' is to identify and analyze potential solutions for the issues.
* '''Process implementation''' may involve organizational change management and process automation.
* "Every good process eventually becomes a bad process" - the process needs to be monitored, managing a process requires a continuous effort.
===Stakeholders in the BPM Lifecycle⌘===
<table border="1px" cellpadding="10" cellspacing="0" style="width:650px">
<tr>
<td style="width:200px">'''Management Team'''<br/>CEO, COO, CIO, CFO, HR director</td>
<td>Chief Executive Officer (CEO) responsible for the overall business success of the company.</td>
</tr>
<tr>
<td>'''Process Owner'''</td>
<td>Responsible for the efficient and effective operation of a given process.</td>
</tr>
<tr>
<td>'''Process Participants'''</td>
<td>Human actors who perform the activities of a business process on a day-to-day basis.</td>
</tr>
<tr>
<td>'''Process Analysts'''</td>
<td>Conduct process identification, discovery, analysis and redesign activities. They coordinate process implementation as well as process monitoring and controlling.</td>
</tr>
<tr>
<td>'''System Engineers'''</td>
<td>Involved in process redesign and implementation. They interact with process analysts to capture system requirements.</td>
</tr>

</table>

====Process Owner Responsibilities⌘====
The Process Owner is responsible for the governance of '''process performance''' and '''process change''' — and specifically:
* '''Defines''' the process mission, vision, tactics, goals, objectives, KPIs (Key Performance Indicators), and the measures that are aligned with the organization strategies.
* '''Monitors''' and reports process performance against KPIs and health versus plans.
* '''Synchronizes''' process improvement plans with other process owners within the value chain and other interfacing processes.
* '''Ensures''' appropriate process designs, including the correct business requirements.
* '''Defines''' and sponsors business process change and capability investments, which continuously increase the maturity of the process and sustain each level of maturity.



===Business Process Management Systems (BPMS)⌘===
====Business Process Management Suite⌘====
[[File:BPMS_Dumas.png]]

<small>source: Fundamentals of Business Process Management, Marlon Dumas</small>
*The BPMS is not an application.
*It does not replace your existing enterprise applications.
*It automates the process logic that connects your application systems, databases, and human tasks in the cross-functional business processes that you need to manage and improve.

====BPMS Key Drivers and Objectives 1⌘====
* '''Lower Business Costs and Increased Efficiency'''
** BPM products support the automation of repetitive steps, integrating application systems as needed, and supporting complex decision-making. As a result, they provide a platform upon which firms can lower their fundamental operating costs while enhancing the value delivered.
* '''Increased Adaptability, Flexibility, and Nimbleness (agility)'''
** Effective BPM infrastructure will allow the firm to develop new products and services far more quickly than was previously possible.
* '''Lower Cost of Systems Development and Support'''
** Modern BPM products provide increased developer productivity, significantly lowering the cost of systems development.

====BPMS Key Drivers and Objectives 2⌘====
* '''Lower Systems Implementation Risks'''
** By modeling an entire process and then making incremental, evolutionary changes, managers are able to introduce change with lower risk.
* '''Better Governance and Compliance'''
** BPM technology can control the ways in which decisions are made and modifications to the process are introduced ensuring compliance and effective governance.
* '''Better Customer Service'''
** BPMS provides the glue to tie together disparate channels of customer interaction.







===Topology of a SOA reference architecture⌘===
====Relation between BP Layer and Service Layer⌘====
[[File:OCEB2FRelationBetweenBPLayerAndServiceLayer.png]]

<small>based on Gopala Krishna Behara, BPM and SOA: A Strategic Alliance</small>

====BPM and SOA (Service Oriented Architecture)⌘====
* The Service Oriented Architecture (SOA) concept is based on the principle of developing reusable business service and building applications instead of building monolithic applications.
* BPM without services is:
** Complex and brittle, because the process layer is required to access the underlying business applications directly
* The SOA provides the ideal platform for the business process layer for the following reasons:
** A line of business services provides business functionality that map the business tasks in a business process
** Business '''process is not responsible for knowing any details of the underlying application and technology platforms, '''because Service contracts for the line of business services provide well-defined and unambiguous interfaces for accessing the services

===BPM vendors / BPM tools⌘===
[[File:BPMTools.png]]


==Modelling a process with BPMN⌘==
{{:BPMN 2.0 Intro Analysts}}
{{:BPMN 2.0 Analysts}}

Business Process Management - Revision history

Fstachecki: /* Relation between Business Process Layer and Service Layer⌘ */