Discovering and Modeling Agile Processes

Sandy Kemsley Kemsley Design Ltd. www.column2.com

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Process Discovery

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Drivers for Process Improvement

Competitive pressure Quality management initiatives Regulatory compliance Enterprise architecture and SOA Corporate performance management

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Think Process

How to start thinking about new processes:

Customer touchpoints Key performance indicators Process steps contributing to KPIs

Moving from a functional silo view to a business process view

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Discovering Hidden Process Improvement Opportunities

Discovering the processes hiding in email and manual procedures Moving from as-is analysis to to-be opportunities Types of process improvement

Automation Geographic Disintermediation

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Crowdsourcing process discovery

A social networking approach to process modeling Involve more (business) people in modeling:

Captures the wisdom of the crowd Encourages ownership Reduces resistance to change

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Process Modeling and Design Patterns

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Key Design Patterns

Process initiation Types of automated steps Types of human tasks Role of content Volume of work Process complexity

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BPM and SOA

Process Step 1 Process Step 2 Process Step 3 Process Step 4

Service A

Service B

Service C Service D Service E

Legacy System

Database

ERP System

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BPM and SOA together

BPM is the killer app for SOA; SOA is the enabling infrastructure for BPM
SOA alone only allows you to design and build a set of services BPM alone would require custom coding for each system integration

BPM + SOA orchestrates people and services into a business process

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SOA in process modeling

Discovering services
What services already exist Whether existing services meet the needs

Specifying services
What new services need to be created What legacy functions need to be wrapped in services

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Simulation and optimization

Identify key performance indicators Estimate parameters:

Arrivals Time per step Participants Cost per step

Run and compare scenarios

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Simulation example

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Modeling for ROI

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Improve efficiencies
Automate manual work steps Directly integrate data between systems Provide process monitoring and control Automate process statistics gathering and analysis

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Cut out the middle man

Provide customer self-service to initiate processes Provide process visibility to customer

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Location, location, location

Share redundant processes between business units Identify steps that can be completed in isolation Automate escalation and handoffs Allow remote work

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ROI: reduce costs

Reduce manual tasks Reduce error rates Allow customer self-service Reduce compliance costs Reduce time to implement changes Reduce functional redundancy Allow outsourcing

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ROI: increase competitive advantage

Reduce time to market Reduce end-to-end cycle time Improve customer service Increase capacity Improve decision-making

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Common ROI pitfalls

Increased capacity does not guarantee increased revenue Cost reduction may require FTE reductions Providing self-service does not guarantee that customers will use it Remote work and outsourcing can have hidden costs

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BPM, BR and BI

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Business Rules and BPM

Key to agility in business processes

Routing decisions Work assignment Set parameters

Changing rules without changing the process Applying rules consistently in processes and other applications

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Business Intelligence and BPM

Key to visibility in business processes

Process monitoring and reporting Process analysis and optimization Predictive analytics Trigger processes Automate steps based on prior decisions Suggest decision for human task

May contribute to process agility

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BPM + BR + BI

Self-learning decisions within processes:

Process statistics captured with BI Statistics analyzed and fed back to inform business rules Business rules modify process behavior

BR + BI = decision management
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Summary

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What makes a process agile?

Business involvement in process discovery and modeling Round trip: model-execute-optimize Minimal customization Business rules Services

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Questions?
Sandy Kemsley Kemsley Design Ltd. www.column2.com

Copyright Kemsley Design Ltd., 2007