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1
Q

Perceptions of Process Management

A

Driving forces
- How to do it? Collect experience

  • Performance improvement, reduction of costs, acceleration of processes, improvement of customer services
  • Maturity of processes
  • Replay of processes and avoidance of failure
  • Experience sharing among engineers in organizations
  • Capture of best practices
  • Corporate governance and compliance with organizational standards
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2
Q

Focus - Process Orientation

A

Bild 1

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3
Q

1 Business Process Management (1/2)

A

Supporting business processes
- by using methods, techniques, and software
- to design, enact, control, and analyze
- operational processes
- involving humans, organizations, applications, documents and other sources of information

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4
Q

1 Business Process Management (2/2)

A

Processes must be explicit and might address “very” different domains
- Order management for production supplies
- Treating mass casaualties in emergency management
- Standard operating procedures in intensive care
- Project-specific construction of a power plan

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5
Q

1 Workflow Management for the Automation

A

A workflow
- is a formal representation of completely or partially automated business processes
- includes a temporal and resource-related specification of the control of activity flows
- comprises activities that are executed by process participants, i.e. employees, or application systems, e.g. tools for data processing
- is a schema for a partially automated execution of activity flows in contrast to a workflow instance that represents an individual execution of one particular flow of activities

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6
Q

1 Workflow Schema and Instances

A

Bild 2

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7
Q

1 Improving the Performance of Business Processes (1/2)

A

Re-engineering represents a rather radical concept
- Reformulation of business objectives
- More chances than merely optimizing existing processes, but comes with significantly higher risk
-> Change of inventory management towards supplier managed inventories
-> Blockchain technology for replacing intermediaries

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8
Q

1 Improving the Performance of Business Processes (2/2)

A

Optimization represents an incremental improvement of existing processes
- Stepwise approach with predictable results
-> Fine-tune processes based on a performance analysis in order to eliminate bottlenecks

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9
Q

1 Business Process Re-engineering (1/2)

A

Rethinking the organization and its processes for the improvement of costs, quality, services, time and customer support
-> Blockchain as an instance for the governance of IPR

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10
Q

1 Business Process Re-engineering (2/2)

A

Changes are…
- Fundamental - question each activity and identify its added value for the process
- Radical - re-structuring of basic structures and processes
- Dramatic - do not improve existing processes by 10%, but by the factor of 10

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11
Q

1 Business Process Optimization (1/2)

A

Objectives
- Reduce processing time
- Improve process quality

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12
Q

1 Business Process Optimization (2/2)

A

Several redesign options for improvements
- Reduce activities due to seamless information flow
- Delegate activities to other parties
- Enhance parallelism
- Accelerate activities due to new resources
- Add additional activities, e.g. control activities
- …

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13
Q

2 Languages for Process Modelling (1/2)

A

Languages typically have different. strengths & weaknesses
- Petri Nets - formal properties of processes such as reachability of states and liveness of transitions
- (extended) EPC as a broadly established standard for process (re-)presentation
- Swimlanes as a nice way to illustrate the distribution of responsibilities
- BPMN as a widely used mean to exchange process descriptions although there are multiple ways to model a process, e.g. communication and email event
- Data flow analysis is certainly still an interesting issue

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14
Q

2 Languages for Process Modelling (2/2)

A
  • Comparing representational means of languages, e.g., how to represent a certain control structure, in order to identify common structure at a more abstract level
  • Design patterns for comparability and assessment of languages and tools
  • Consider the organization with its responsibility for the implementation and execution of processes
  • Business strategies affecting process designs ( i *)
    • Insurance claims
    • Transfer of responsibilities between stakeholders affects their dependencies and the structure of the process
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15
Q

2 Petri Net (1/2)

A

Directed graph
- Places (denoted by circles) represent the current state of the process, e.g. event or availability of documents, data and resources
- Transitions (denoted by boxes) represent the change of information, e.g. functions, processes and activities

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16
Q

2 Petri Net (2/2)

A

Concepts for the execution
- Marking
- Firing of transactions
- Enabling of transactions
- Non-determistic choice
- Multiple transitions can be enabled at the same time, any one of which can fire
- None are required to fire - they fire at will or not at all

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17
Q

2 Control Flow Structures

A
  • Prevailing control flow structures can be represented in Petri Nets
  • Non-determinism of choices
    • Irrelevant for formal analysis
    • No use of explicit split & joins (extensions of Petri Nets)

Bild S. 8

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18
Q

2 Control Flow Sample

A

Bild S. 9

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19
Q

2 Reachability and Liveness (1/2)

A

Explore the set of states (markings) that can be reached from some initial state due the firing of a set of enabled transitions (firing sequence)
- All (reachable) states that can be reached from a net N with an initial marking Mo are denoted R(N, Mo).
- Reachability problem: is it true that Mw eR(N, Mo) where Mw is a state, e.g. elevator is moving while door is open
-> Reachability is decidable

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20
Q

2 Reachability and Liveness (2/2)

A

States can be
- Live - will always be reached, e.g. proper closing of customer order (free of deadlocks)
- Dead - will never be reached, e.g. perhaps a supericial activity or a flaw in control flow

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21
Q

2 Example

Study These Flashcards
A

Bild S. 10

EPC

22
Q

2 Admissible Logical Operators

23
Q

2 ARIS Architecture of Integrated Information System

24
Q

2 BPMN

Study These Flashcards
A
  • Business Process Model and Notation
  • Graphical process modelling language
    • 2001 first version (IBM)
    • Since 2006 Standard of the Object Management Group (V 1.0)
    • Since January 2011 Version 2.0 (Extensions and Improvements)
      • Exchange between different editors since version 2.0 (XML)
    • Semantics of symbols
25
2 Graphical Elements of BPMN
- Flow objects - Nodes in the diagram: activities, gateways and events - Gateways or decision points -> split/fork and join/merge -> AND, OR, XOR - Connecting objects - Edges in the diagram - Swimlanes - Pool, lane - Artifacts - Data objects, groups and annotations - Rules for the use of modelling objects (see modelling exercise) Bild S. 12
26
2 BPMN Example
Bild S. 12
27
2 Modelling Responsibilities for the Execution
- Resource (participant, actor, user, agent) - A resource can execute certain tasks (for certain cases) - Human and/or non-human (printer, modem): limited capacity - Resource class = role - A set of resources with similar characteristic(s) - A resource class is typically based on - Capabilities (skill, competence, qualification) - Classification based on what a resource can do - Organisational group and privileges (department, team, office, organizational unit) - Classification based on the organization -> Use of role as abstraction principle to identify qualified & eligible actors
28
2 Workflow Patterns (1/3)
Specialized form of design patterns as for instance defined in the area of software engineering but also other disciplines
29
2 Workflow Patterns (2/3)
Refer specifically to - recurrent problems and - proven solutions related to the - development of process-oriented applications in both a - language- and technology-independent manner
30
2 Workflow Patterns (3/3)
Originally, a set of 20 patterns was identified to describe the control perspective - capture structural characteristics of the business process - manner in which the thread of execution flows through the process model
31
2 Multiple Branches
Multi-choice - depending on the condition, one or several branches will be triggered - contingent upon the nature of the emergency call, one or more of the - dispatch-police - dispatch-ambulance, and - dispatch-paramedic tasks is immediately initiated Bild S. 14
32
2 Merging Multiple Branches (1/3)
Structured synchronizing merge - once all branches have been successful, the process goes ahead - once paramedic and ambulance have arrived, intensive care and transport can start Bild S. 14
33
2 Merging Multiple Branches (2/3)
Multi-merge - no synchronization of control-flow although several execution paths are merged - each of the initiated branches requires a wrap-up activity like a quality check Bild S. 14
34
2 Merging Multiple Branches (3/3)
Discriminator - when handling cardiac diseas, procedures for diagnosis are often started in parallel - once a conclusive diagnosis is available, others can be ignored Bild S. 14
35
2 Modeling Business Goals
- Capture objectives of business processes - Identify stakeholders and describe their roles as actors - Clarify dependencies among - actors - goals (soft & hard) - tasks - Consider business processes as the implementation of a business model according to a strategy
36
2 Change of Objectives Impact Processes
- Let the body shop handle it... Bild S. 15
37
3 BPM Meets SOA
- Service Oriented Architecture (SOA) describes an approach to the integration of systems where business capabilities are accessed across organizational boundaries - Shared capabilities can be engaged in multiple lines of business - Enterprise becomes a composition of capabilities that can be employed in a variety of business contexts - It should not be viewed as a technical discipline - but rather an approach for designing enterprises - including extended enterprises with multiple, collaborating companies, agencies or institutions
38
3 BPEL
- Business Process Execution Language - Orchestration of Web Services - BPEL Process Engine required - offers access to other Web service - can provide BPEL process as Web service - allowing the orchestration of Web service to more complex services based on local variables
39
3 Delegation of Activities
How to decide on a specific resource to be selected for the execution of an activity - Resource allocation prescribes a set of agents that are suitable for the task: roles identify resource classes - Different assignment strategies for activity role resolution - push - Different synchronisation strategies for selection of work items from shared list of work items - pull
40
3 Push Control
Bild S. 18
41
3 Pull Control
Bild S. 19
42
4 Software Process Modelling
- Modelling the activities for developing software (software project) - Structured collection of practices that are proven by experience to be effective ... in order to "improve" - containment of costs - implement services as specified - quality assurance of the system - meeting customer needs - ...
43
4 Building Trades: A Four-Hour House
Bild S. 20
44
4 The Goal of Process Assessment & Improvement
Bild S. 20 - The goal of an improvement is to change an organization's processes so that they achieve a higher ability to meet its business goals - Assessments deliver the input for any improvement by detecting strength and weaknesses in the organizations processes - Assessments are also a tool used by customers to ascertain the ability of their suppliers to meet their needs
45
4 Characteristics of the Maturity levels
Bild S. 21
46
4 The Staged CMMI
- Each maturity level has process areas and goals Bild S. 21
47
4 What is SPICE ? (1/3)
SPICE - also known as ISO/IEC 15504 - mainly used in Europe and Australia by the automotive industry
48
4 What is SPICE ? (2/3)
Goal - to provide assessment results that are repeatable, objective, comparable
49
4 What is SPICE ? (3/3)
Future - Automotive SPICE launched in April 2006 - its usage will increase mainly driven by HIS (Audi, BMW, Daimler, Chrysler, Porsche, Volkswagen), Ford & Volvo, Fiat - Each OEM have different target level; if these are not met, then; -> Suppliers are requested to improve the development processes -> In case of high risks/low capability levels, the suppliers are excluded from sourcing
50
4 SPICE Model's Structure (1/2)
Process dimension - Characterized by set of purpose statements which - describe in measurable terms - what has to be achieved in order - to attain the defined purpose of the process
51
4 SPICE Model's Structure (2/2)
Process Capability dimension - Characterizes the level of capability that an organization unit has attained for a particular process or, - May be used by the organization as a target to be attained - Represent measurable characteristics necessary to manage a process and improve its capability to perform

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