Business Proces Automation. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 1

Business Proces Automation. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 1

Workflow Modeling Business Process "as-is" and "to-be" models Process Description Layers Processes control flow diagrams Modelning standards From processes models to workflow application Workflow Modeling and Analysis BPMN notation ARIS Design Platform Obstructions to Process Modeling Advantages of business process modeling K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 2

Business Process A defined sequence of steps and decisions, initiated in response to a business event, that achieves a specific, countable result for the process customer and other stakeholders Process nesting: K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 3

Modeling as-is processes model of today s business Its shows activities, gateways, sequence flow; K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 4

Modeling to-be processes model of a desired future situation By comparing as-is and to-be processes we can see which activities are performed differently and which new activieties are needed K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 5

Advantages of business processes modeling Better understanding of existing business processes Documents the business process Basis for improving existing business processes Basis for experiencing and simulating new concepts and impact on the organization Basis for continued optimization Basis for creating information systems that support the business processes One type is known as Workflow Management Systems K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 6

Process Description Layers 0 general process map depict processes working in some organization in modeled process environment; specify boundary of modeled process. 1- handoff level - depict all actors and sequence of steps causing to move work to another actor, initial event and main products. Name of step should tell what this actor has to do in this step. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 7

Process Description Layers (2) 2- milestone level level 1 tasks expand. Need to add task which: causing state change individual products consist of taking decision causing change in control flow introduce delay or possibility of error appearance is a milestone Level 1 and 2 tell us what must to be done. 3- task level this level describe in detail how it must be done K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 8

From processes models to workflow application processes in organization 1. analysis and modeling processes model (on paper) 2. optymalization processes model in process modeling tool 3. modeling optymalized processes model (on paper) analyst/ designer 4. definition export Build time process definition Run time 5. definition import invoked application 6. invoke workflow engine (process execution) 7. make use of workflow client application 8. use K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 9

Workflow Modeling and Analysis project analysis Workflow Analyse system model simulations K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 10 analysis Workflow System monitoring automation

Modeling standards IDEF developed by US Department of Defense in the 1980s; difficult to understand to businesspeople; still used in US DoD; UML software modeling language activity diagrams used for modeling business processes; functionally similar to BPMN; rather used by technical people BPMN Business Process Modeling Notation since 2004 independent of a specific impementation environment; 2006 OMG specyfication; 01.2009 v 1.2 10.2009 v 2.0 has a richer set of model constructs: pools, compensation, timer start events; More tools support BPMN; BPDM - Business Process Definition Metamodel (OMG 2007) Supports the representation of process models independently of any notation; serialization capability for BPMN; deals with the synchronization and execution order of business processes, describe participants and their agreements K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 11

Workflow Patterns Eindhoven University of Technology Prof. Wil van der Aalst Queensland University of Technology Prof. Arthur ter Hofstede 2010 Workflow Patterns Initiative (http://www.workflowpatterns.com/) Jako baza dla rozwoju języków i narzędzi Do badania przydatności istniejących języków i rozwiązań do planowanych zastosowań Obejmuje perspektywy: przepływu sterowania Control-Flow Patterns, danych, Workflow Data Patterns zasobów Workflow Resource Patterns obsługi sytuacji wyjątkowych Exception Handling Patterns K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 12

Control-Flow Patterns Basic Control Flow Patterns Trigger Patterns 1. Sequence 2. Parallel Split 3. Synchronization 4. Exclusive Choice 5. Simple Merge Advanced Branching and Synchronization Patterns 6. Multi-Choice 7. Structured Synchronizing Merge 8. Multi-Merge 9. Structured Discriminator 28. Blocking Discriminator 29. Cancelling Discriminator 30. Structured Partial Join 31. Blocking Partial Join 32. Cancelling Partial Join 33. Generalised AND-Join 37. Local Synchronizing Merge 38. General Synchronizing Merge 41. Thread Merge 42. Thread Split K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 13 23. Transient Trigger 24. Persistent Trigger Iteration Patterns 10. Arbitrary Cycles 21. Structured Loop 22. Recursion Termination Patterns 11. Implicit Termination 43. Explicit Termination Multiple Instance Patterns: 12. Multiple Instances without Synchronization 13. Multiple Instances with a Priori Design-Time Knowledge 14. Multiple Instances with a Priori Run-Time Knowledge 15. Multiple Instances without a Priori Run-Time Knowledge 34. Static Partial Join for Multiple Instances 35. Cancelling Partial Join for Multiple Instances 36. Dynamic Partial Join for Multiple Instances State-based Patterns 16. Deferred Choice 17. Interleaved Parallel Routing 18. Milestone 39. Critical Section 40. Interleaved Routing Cancellation and Force Completion Patterns 19. Cancel Task 20. Cancel Case 25. Cancel Region 26. Cancel Multiple Instance Activity 27. Complete Multiple Instance Activity

Control-Flow Patterns as Petri nets K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 14

Control-Flow Patterns as Petri nets K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 15

Workflow Data Patterns Data Visibility 1.Task Data 2.Block Data 3.Scope Data 4.Multiple Instance Data 5.Case Data 6.Folder Data 7.Workflow Data 8.Environment Data Data Transfer Patterns 27.Data Transfer by Value - Incoming 28.Data Transfer by Value - Outgoing 29.Data Transfer - Copy In/Copy Out 30.Data Transfer by Reference Unlocked 31.Data Transfer by Reference - With Lock 32.Data Transformation - Input 33.Data Transformation - Output K.Dziubich, P. Kaczmarek, WETI, 2007 Data-based Routing 34.Task Precondition - Data Existence 35.Task Precondition - Data Value 36.Task Postcondition - Data Existence 37.Task Postcondition - Data Value 38.Event-based Task Trigger 39.Data-based Task Trigger 40.Data-based Routing Data Interaction 9.Data Interaction - Task to Task 10.Data Interaction - Block Task to Sub-Workflow Decomposition 11.Data Interaction - Sub-Workflow Decomposition to Block Task 12.Data Interaction - to Multiple Instance Task 13.Data Interaction - from Multiple Instance Task 14.Data Interaction - Case to Case 15.Data Interaction - Task to Environment - Push-Oriented 16.Data Interaction - Environment to Task - Pull-Oriented 17.Data Interaction - Environment to Task - Push-Oriented 18.Data Interaction - Task to Environment - Pull-Oriented 19.Data Interaction - Case to Environment - Push-Oriented 20.Data Interaction - Environment to Case - Pull-Oriented 21.Data Interaction - Environment to Case - Push-Oriented 22.Data Interaction - Case to Environment - Pull-Oriented 23.Data Interaction - Workflow to Environment - Push-Oriented 24.Data Interaction - Environment to Workflow - Pull-Oriented 25.Data Interaction - Environment to Workflow - Push-Oriented 26.Data Interaction - Workflow to Environment - Pull-Oriented slide: 16

Workflow paterns in use detailed evaluations of commercial products (http://www.workflowpatterns.com/evaluations/): open source products standards in the BPM area K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 17

BPML Notation (Business Process Management Language) Example of workflow diagram: K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 18

BPML (2) EVENTS : Start Event - indicates where a particular Process will start. Event (Intermediate Event) - occur between a Start Event and an End Event. can be used to: Show where messages or delays are expected within the Process, Disrupt the normal flow through exception handling, or Show the extra work required for compensation. End Event (end the process) K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 19

BPML (3) EVENT TRIGGER - examples: Start Event Types: Message Timer (Monday 9:00) Link (to another process) End Event Types: Cancel Exception Intermediate Event Types: Rule (only used for exception handling) Message K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 20...

BPML (4) An activity is a generic term for work that company performs. The types of activities that are a part of a Process Model are: Process, Sub-Process, Task. TASK SUB-PROCESS.- it can by decomposed Processes are either unbounded or a contained within a Pool. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 21

BPML (5) Grouping elements POOL and LANE : POOL- is a swimlane and a graphical container for partitioning a set of activities from other Pools, usually in the context of B2B situations. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 22 LANE is a sub-partition within a Pool and will extend the entire length of the Pool, either vertically or horizontally. Lanes are used to organize and categorize activities.

BPML (6) Gateways : Gateway (determine branching, forking, merging, and joining of paths in Sequence Flow) Exclusive Decision/Merge (XOR): OR (Inclusive Decision/Merge) Data-Based AND Event-Based K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 23 Complex Decision/ Merge

BPML (7) Connecting Objects: Sequence Flow (show the order that activities will be performed in a Process) Message Flow (show the flow of messages between two entities that are prepared to send and receive them) Association (used to associate information and artifacts with flow objects) K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 24

BPML (8) Artifacts Data Object (data additional information) they provide information how documents, data, and other objects are used and updated during the Process : Annotation (a mechanism for a modeler to provide additional information for the reader of a BPMN Diagram.) Group (visual elements grouping) K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 25

"Internal" and "external" workflow Client - business "summary" oriented Business internal "detail" oriented Pools / lanes inter-departments exchange visibility of exchanges K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 26

Realizacja pracy dyplomowej K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 27

Realizacja pracy dyplomowej K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 28

The 7 Deadly Sins of Process Modeling 1. Unclear orientation and scope - analytical work 2. Thinking the method doesn t matter - whether bottom-up or top-down 3. Not following graphic principles - may lead to inconsistencies 4. Succumbing to complexity - an analyst may be afraid of the complexity, required analysis untill details 5. Deception through imprecision - accuracy is required 6. Insensitivity to learning styles - differences in earlier approaches and models 7. Wrong career choice! - may be necessary to change job K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 29

Obstructions To Process Modeling Business process modeling is often costly because it might be time consuming and error-prone In general, no single person knows/understands a particular business process many people must be interviewed to get as much details as possible - usually, process participants only have local knowledge of the process (often they know what they are doing, the tools they use, sometimes who gets involved next or who got involved before) ("Mrs Zosia, Mrs Zosia's boss, Mrs Zosia's colleges,...) details must be combined/inferred to get full picture - sequence of activities must be derived/determined (control flow and data flow) - inconsistencies must be detected, analyzed and resolved (similar to "view integration") Reducing this cost is highly desirable Simple idea: Allow to put partial models into production First iteration uses local knowledge only - Time reduction: No need to specify large and complex model Use execution history (WFMS audit trail) to find template of the "real" business process K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 30

Korzyści z modelowania procesów biznesowych lepsze zrozumienie istniejących procesów biznesowych udokumentowanie procesu biznesowego podstawa do ulepszania istniejących procesów biznesowych podstawa do symulacji nowych pojęć i badania ich wpływu na organizacje podstawa do ciągłej optymalizacji podstawa do stworzenia systemu wspierającego procesy biznesowe Systemy przepływu pracy (Workflow Management Systems) K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 31

A motivation model with too many elements K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 32

K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 33

An attractive business process model K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 34

ARIS Design Platform ARIS Design Platform as a way of aligning companies business processes with customer requirements. Can provide answers to the following questions: Who does what, in which order, what is achieved, and what software systems are deployed? This makes it possible to identify organizational, structural, and technical problems in workflows and to unlock improvement potential. Process models can be published worldwide for role-based access. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 35

ARIS Design Platform (2) Some Products of ARIS Design Platform: ARIS Business Architect - Web-Based Benchmark for Business Process Management - supports professional BPM ARIS Business Designer - Web-based tool for getting started with end-to-end business process management. ARIS Business Publisher - guarantees permanent, low-cost availability of process information via Web-based portals ARIS Toolset - proven Windows-based tool for designing business processes and creating IT enterprise architectures ARIS Easy Design - is an intuitive tool for documenting business processes in graphical format. ARIS Web Publisher - supports fast and efficient communication of process models across the enterprise. ARIS Simulation -enables dynamic analysis of business processes. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 36

ARIS Business Architect Contains extensive functionality for administering databases, users, scripts, etc. Alongside proven methods like Eventdriven process chain (EPC), ARIS also supports BPMN, BPEL, UML, and other architecture concepts, such as, DoDAF, IT City Planning, and Zachman. Analysis, reports, macros K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 37

ARIS Business Designer Intuitive navigation in Explorer User-friendly, Webbased design of business processes Users can nest objects in another object to define the relationships permitted in a model. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 38

ARIS Simulation It provides information on resource bottlenecks and helps to determine whether processes are executable. Using simulated process KPIs, a range of alternatives can be evaluated before costly process changes are made. Process and KPI data in a central repository Use of the ARIS method and structures as the basis for simulation Direct visualization of process flows within the simulation provides a clear overview Comprehensive analysis options enable clear identification of best-practice processes K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 39

Other modeling tools Program BizAgi Process Modeler Business Process Visual Architect BPMN 2.0 modeler for Visio Gliffy Diagram Designer WizFlow Flowcharter Draw Anywhere Flowchart Creately Lovely Charts +http://en.wikipedia.org/wiki/comparison_of_business_process_m odeling_notation_tools (BizAgi and Instituto de Crédito Oficial (ICO) in Spain have been awarded with the 2010 Gold Award for Europe, competing against the most representative BPM solutions worldwide) K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 40

Tool comparison K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 41

Tool comparison cont. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 42

Czy są oferty pracy? Senior IT Consultant : Required Qualities, Skills and Experience: Projects experience in business process creation, automation and implementation Minimum 3 years experience as a Business Analyst Wide knowledge of IT systems and tools Knowledge and experience with ARIS and BPMN will be an asset Degree in engineering, preferably in the specialization of software, telecommunications or electronics Professional approach to work, strong sense of responsibility to the customer Nice and open-minded Company Description: Sii, 3200 engineers K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 43 Business Analyst (IT) małopolskie, Kraków / Warszawa Tasks and required skills: - Methodologically rigorous modeling of business processes with ARIS, BPMN or UML - Knowledge of definition of modeling and quality assurance standards - Experience with design and development of BPM solutions (publishing in documents and portals, reporting, tool automation) - Methodological and technical integration of BPM and IT systems (eg BPEL, SOA) - Design and development of IT solutions for process automation - Ability to modelise business processes into clear flows

Przykład modelowania procesów administracyjnych proces składania zamówienia (od momentu złożenia wniosku do chwili gdy już zakupiony produkt zostanie wpisany na stan środków trwałych) Udziałowcy modelowanego procesu K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 44

Proces składania zamówienia poziom 0 Opis: Pracownik wydziału, który zgłasza zapotrzebowanie na jakiś zasób składa wniosek na którego podstawie zostaje złożone zamówienie. Następnie mamy do czynienia z drugim procesem, realizacja zamówienia przez kontrahenta. Ostatni proces rozpoczyna się w momencie, gdy pracownik katedry lub jej sekretariat otrzyma fakturę wraz z zamówionymi produktami. Składowe modelowanego procesu (diagram w notacji BPMN) K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 45

Proces składania zamówienia poziom 1 Składanie wniosku: Pracownik katedry wypełnia wniosek, który po zaakceptowaniu go przez kierownika katedry, trafia do sekcji finansowej. Tam następuje sprawdzenie dostępności środków finansowych. W przypadku ich braku wnioskodawca musi poprawić wniosek, gdy środki są dostępne wniosek wędruje do sekcji logistycznoinwentarzowej. Tam sprawdzana jest zgodność z planem zamówień publicznych PG. W przypadku niezgodności wnioskodawca musi uzupełnić wyjaśnienie (odpowiednia rubryczka druku wniosku). Dalej przygotowuje się zamówienie i przesyła do działu zamówień publicznych PG korektę planu. K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 46

Proces składania zamówienia poziom 1 Odbiór zamówienia: Faktura i towar trafia do sekcji logistyczno-inwentarzowej i zostaje przekazana do sekretariatu katedry gdzie zostaje ona opisana. Następnie wraca do sekcji logistycznoinwentarzowej. Tam następuje rejestracja faktury i ewentualne nadanie numeru ewidencyjnego lub wypisanie OT. Następnie trafia do sekcji finansowej, gdzie następuje jej opracowanie merytoryczne i formalne Następnie faktura wędruje do kwestury i tam jest opłacana. Jeśli nie nadano wcześniej numeru ewidencyjnego następuje nadanie niepowtarzalnego w skali PG numeru inwentarzowego. W następny kroku pracownicy sekcji logistyczno-inwentarzowej wpisują zakupione towary na stan ewidencji ilościowej, środków trwałych lub pozostałych środków trwałych K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 47

Proces składania zamówienia poziom 2 Składanie wniosku K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 48

Proces składania zamówienia poziom 2 Odbiór zamówienia K.Dziubich, P. Kaczmarek, WETI, 2007 slide: 49