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Atos Origins vision on Business Process Management
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ExEcutivE summary BPm: oPtimal, flExiBlE and transParEnt oPErations BusinEss ProcEss managEmEnt in PracticE BPm in rElation to othEr mEthodologiEs imPact of BPm on thE organization BPm roadmaP: think Big, start small, scalE quickly BPm suitEs and suPPliErs atos origins BPm sErvicEs
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executive summary
The term business process management (BPM) unites developments in areas such as workflow management, application integration and process redesign, which used to be regarded as separate. This uniting and todays technological possibilities for implementing BPM provide organizations with new opportunities that were not available with the individual forerunners of BPM: > optimization of business processes; > flexibility when changing business processes; > improving the transparency of operations. BPM enables operations to focus on customers by centralizing business processes independently of an organizations existing departmental structure. BPM describes business processes in models and executes the processes on the basis of these models. This allows the execution of processes to be measured. Comparing the results with predefined norms reveals how they can be optimized. As processes are executed automatically and precisely according to the model, it becomes easier to report on the compliance with a variety of regulations. BPM forms an ideal combination with a service oriented architecture (SOA), the standardization and reuse of services and processes creating economies of scale and greater flexibility. New process chains can be easily created by linking and integrating existing processes. The use of services allows the underlying applications to be decoupled from the business processes, so that modifications to these processes do not necessarily entail changes to the corresponding applications. The implementation of BPM has implications for the way an organization conducts business operations, as well as for its IT. This means it requires a BPM roadmap specifically prepared for the organization and based on company strategy and maturity, incorporating the consequences for the organization and a change management approach. Although the market for BPM systems and their suppliers is consolidating, the fields historical background, which has given rise to a variety of IT platforms, means that two such systems might not be comparable. Atos Origin is knowledgeable concerning the leading suppliers in all segments of the market and has formed a partnership with each of them. Atos Origin supplies a full range of BPM services, from strategy definition and execution, to management and operations. It can support organizations with: > restructuring the business along process lines; > designing, modelling, improving and implementing processes; > designing, creating and managing an IT landscape oriented towards processes and services.
BPM Implementation
Value
Improved agility
Business Process Modelling Notation is a standard of the Open Management Group (www.omg.org).
Strategic Customer
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Tactical Operational
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Based on this process intelligence, an operations manager can perform adjustments to a process by: > deploying extra resources for the execution of manual steps in the process; and > initiating action for exceptional situations that the process concerned cannot handle. (An example could be failing to resolve a customers complaint within the allotted time.) Process intelligence is also analysed as a way of assessing the process itself and identifying possible improvements (such as performing two controls in parallel and, hence, shortening the execution time of a delivery process.)
Analysis
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Figure 8 The relationship between BPM applications at the strategic, tactical and operational levels
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1. Making business operations process or customer centric, sometimes a spinoff from business process reengineering (BPR). 2. Process quality management methodologies such as Lean and Six Sigma for continuous process improvement. 3. Corporate performance management as a way of monitoring a companys strategy. 4. Enterprise application integration (EAI): computerization of the message streams between the applications that carry out the various parts of a business process. 5. Workflow management (WFM): the computerized support of operating processes, often in the form of document flows with staging posts at the people who carry out the process steps. 6. Enterprise content management (ECM): the digitization of business information and the management of electronic folders.
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The BPM approach has a bias towards business objectives that are more tangible, such as shorter lead times, compliance with statutory requirements, improvements in the quality of business processes, and reductions in downtime. SOA reinforces BPM as regards the realization of flexibility. Without services as the future-proof elements of the business and IT landscapes, the flexibility of BPM can reach no further than changes in the control logic of business processes. Changes in the definitions of process steps by themselves lead immediately to changes in IT systems, because computerized process steps are linked directly to applications, technically as well as functionally3. In the absence of standardization and reuse of services and processes, BPM can lead to local suboptimization. BPM reinforces SOA through its focus on tangible business solutions. Two benefits of this are the prevention of SOA projects remaining IT exercises and the facilitation of business involvement in the defining of corporate services and the making of agreements on terminology.
... and BPM SOA > well-defined demarcation of processes by means of services; > enterprise architecture approach for broad-based governance > standardization on a single environment for process management, service management and integration; > risk of focus on short-term success in specific business processes; > very limited flexibility > without an enterprise architecture foundation, BPM is just another process silo;
and no BPM > difficult to interest the business; > risk of too much focus on technology; > few short-term business benefits;
No SOA
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Service Oriented Architecture beyond the hype - Atos Origin vision on SOA (white paper), Huub Bakker et al., version 1.0, 20-11-2007. If an SOA is subsequently implemented as a result of defining a service for each process step, this will not produce a functional decoupling. Services are not the same as process steps!
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1. Proces of klant georinteerd inrichten van de bedrijfsvoering, soms als resultaat van Business Process Reengineering (BPR) activiteiten. SOA Hoewel BPM revolutionaire mogelijkheden biedt, is Process Service Proces kwaliteit management aanpakken zoals Lean niet 2. alles nieuw. Vrijwel alle onderdelen van BPM zijn eerder en Six Sigma voor continue procesverbeteringen. onder andere namen naar voren gebracht. De kracht 3. Corporate Performance Management als aanpak om van BPM komt dan ook vooral uit de convergentie Business Process strategie van een onderneming te monitoren. van de bedrijfskundige- en IT-disciplines die in het verleden 4. Enterprise Application Integration (EAI); automatiserBPM Process Step Process Step gescheiden werden benaderd. Deze onderwerpen ing van de stroming van berichten tussen applicaties die zijn naar elkaar toegegroeid in termen van te bereiken stukken van het bedrijfsproces uitvoeren. doelstellingen, aan pak, ondersteunende technologie en 5. Workflow Management (WFM); de geautomatiseerde besturing door het management. ondersteuning van operationele processen, vaak in de Core Business Service Core Business Service SOA vorm van de stroming van documenten langs mensen die stappen in het proces uitvoeren. 6. Enterprise Content Management (ECM); het digitalService Orchestration iseren van bedrijfsinformatie en het beheren van digitale dossiers. Step Step
Technical Integration
Basic Service
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4 This also applies to the harmonization and collaboration between business departments or business partners.
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Performance
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Each plateau comprises several projects managed using a programme structure. The projects might concern the application of BPM to a specific business process or the implementation of BPM itself, such as the selection of a BPM tool, training of management and employees, putting the governance of processes in place, or embedding BPM in the employee participation structure. A complete business case is also drawn up for each plateau.
Maturity models are used during the assessment study as tools for analysing the maturity of the organization from different standpoints, mainly, though, to perform a reality check on the definition of the first plateau. These models do not provide the guiding principles for preparing a BPM roadmap, only the limiting conditions.
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Portal
Process Designer
Rule s engine
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As stated on page 13, BPM arose from the merger of various methodologies, including WFM, ECM and EAI. As suppliers of BPMS products often have a background in one of the original areas, the stronger functions of their products reflect this. Thanks to ongoing development, as well as mergers and acquisitions in this market, the scope of BPMS suites has expanded further. In practical terms, however, the integration of different components united in a suite under a single logo is not always optimal. With the backgrounds as a framework, Forrester divides the market for BPMS products into three segments: human centric, document centric and integration centric. Atos Origin is knowledgeable concerning the leading suppliers in all three segments and has formed a partnership with each of them.
> IBM > FileNet > Oracle > Cordys > EMC2 > Microsoft
> TIBCO > Global 360 > SAP > JBoss > ARIS Platform
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Consult Business
Build
Operate
Information Services
Information Technology
BPM strategy
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Atos, Atos and sh symbol, Atos Origin and sh symbol, Atos Consulting, and the sh symbol itself are registered trademarks of Atos Origin SA. November 2008.
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