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Business Process Management Enabled by SOA
面向服务的业务流程管理 2010 年教育部 -IBM 精品课程面向服务的业务流程管理 2010 年教育部 -IBM 精品课程
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Agenda
• BPM overview• The life cycle of BPM• Case study• References
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Innovation drivers and their barriers
• Businesses want change at the speed of business.• Is yours an innovation-driven business?
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What do CEOs say about business model innovation?
• Organizations are bombarded by change, and many are struggling to keep up.
– Eight out of ten CEOs see significant change ahead, and yet there is a gap between expected change and the ability to manage.
• CEOs view more demanding customers not as a threat, but as an opportunity to differentiate.
– CEOs are spending more to attract and retain increasingly prosperous, informed, and socially aware customers.
• Nearly all CEOs are adapting their business models: two-thirds are implementing extensive innovations.
– More than 40% are changing their enterprise models to be more collaborative.
Process management facilitates organizational change supporting innovation.
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What is a business process(1)?
• If you search the Web for a definition of business process, you find many definitions. All these definitions contain certain common elements:
• A business process is triggered by a business event.• A business process has an input and creates an output that is of value to the
organization, its stake holders, or its customers.• A business process is composed of related structural activities. Material
and/or information flows between the process activities.• A business process can be part of a larger process and can include or
depend on other business processes.• A business process can be viewed as the workflow for a use case.• A business process usually depends upon several business functions for
support, for example, IT, personnel, and accommodation.
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What is business process(2)?
• A business process consists of activities or tasks that transform information from one form to another to achieve a business outcome.
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Business process components
• Business items are business documents, work products, or commodities that are transformed in business operations.
• Resources represent the people, equipment, or material used to perform a project or a task, including things that are performing the work or are required prerequisites for this work, such as machines, fuel, vehicles, or skilled personnel.
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Process decomposition
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Order handling process flow
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Embedded process
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Business process type
• Management processes used to manage system operations.• Operational processes used to provide core business
functions, which is often used interchangeably with the term business processes.
• Supporting processes that provide support for the other process types (for example IT support).
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What is business process management?
• Business process management (BPM) leads to business innovation and optimization by implementing business strategy through modeling, developing, deploying, and managing business processes throughout their entire life cycle.
• Business process management combines business processes, information, and IT resources, aligning your organization's people, information technology, and processes to create a single integrated view of both its business measurements and IT system performance.
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…根据调查，运行一个有效，灵活，安全的架构一直位于 CIO们很高的优先级列表，而应用整合技术是架构中最关键的元素。
Why is business process management needed?
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Measure
ProcessesIntegrated
Optimize
BPM is About Value not Technology• BPM Defined: An integrated approach to aligning the key activities of an
organization into processes you can consistently measure to optimize value to your organization and its end customers.
• Technology + methodology• Compresses cycle time for process lifecycle• Enabled by BPMS platform
• High visibility into performance of process & people• Metrics that are meaningful to the business• Quantify impact of process improvements
• Enhance process to maximize business value• Identify & remove bottlenecks• Eliminate non-value-add activities
• Align people & tasks to valuable outcomes• End-to-end vs. silo• Cross-functional
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BPM #1 on Gartner 2010 CIO Agenda
“…Business expectations and CIO strategies…a continued focus onbusiness process improvement, cost reduction and analytics…”
(Source: Gartner 2010 CIO Agenda Exec Summary)
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Needs for business process management
• Economics: globalization demands flexibility• Business processes: change quickly and sometimes
outsourced• Growth: at the top of the CEO agenda• Reusable assets: can cut costs• Information: greater availability• Crucial for flexibility and becoming an On Demand
Business
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Benefits of BPM• BPM allows for an enterprise to be flexible and
responsive to the ever changing on-demand business through the optimization and automation of the business processes to:
• Identify and eliminate redundancies and bottlenecks• Reduce risk by gaining an understanding of process impacts prior to
operationalzing• Decouple business integration logic from its underlying implementation code• Increase portability and decrease maintenance cost by being based on
industry standards• Automate process implementation, eliminate manual deployment tasks• Immediately execute new business rules and processes• Visualize actual process performance against key performance indicators• Pinpoint future process improvements
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Agenda
• BPM overview• The life cycle of BPM• Case study• References
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WebSphere BPM high-level product architecture
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End-to-end business process lifecycle• Model and simulate a business process.• Define key performance indicators.• Develop and test an application to implement the
business process.• Deploy and run the application on a server.• Monitor the application to observe pre-determined key
performance indicators.• Import the observed data to make required revisions to
the original process model in the Modeler.
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The life cycle of BPM(1)
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The life cycle of BPM(2)
• The life cycle of a business process spans identifying and improving processes that deliver business capability to deploying and managing the process when it is operational.
• What is often forgotten about is managing process performance after a process is operational.
• After a business process is deployed, it must be managed, and, to manage the business process, you must have visibility into process performance.
• When a process is no longer meeting its performance goals, it is time to jump back in the life cycle to assess the root cause of the performance problem and to look for additional improvement opportunities.
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Traditional business process
• Business process is embedded in three or four separate applications
• Business functions are tightly coupled within applications• Business functions have unique and proprietary interfaces,
restricting re-use• Manual steps introduce functional gaps in the process• Process cannot be easily measured or managed• Changes to the process are difficult to implement
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On demand flexibility: Customer self-service
• Customers now order online using a Web browser and the Internet
• Business partners can enter an order using a call to a Web service from their own business processes
• Customers are better served
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On demand flexibility: Shared services
• Common business functions are shared across the enterprise
• Marketing, Billing, and Receivables are handled uniformly• Enterprises can scale across divisions and lower costs
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On demand flexibility: Vendor managed inventory
• Minimize or eliminate inventory management function• Costs are reduced because less inventory is needed• Inventory servicing is better because of supplier
integration with the process
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On demand flexibility: outsource
• Shipping is not a core competency – Shipping companies (FedEx, DHL, UPS, for
example) have more capabilities• Reduce shipping infrastructure and overhead costs
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Flexible business demands flexible IT
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Barriers to business flexibility and reuse• Lack of business
process standards• Limited
architectural policy• Point application• Purchases to
support redundant line-of business needs
• Infrastructure built with no roadmap
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Why are interfaces so difficult to maintain?
• Application logic becomes intertwined with business logic
• The tighter the integration, the more difficult it is to change the application logic
• The more interfaces there are in a set of programs, the more complex the application becomes—interface logic may exceed application logic
• In such circumstances, reuse becomes difficult and impractical
SOA is the architecture for solving this.
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SOA-based business process management
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Business process management life cycle• IBM customers take a lifecycle approach to SOA. SOA is best considered in
terms of an iterative process. It is best to use this lifecycle approach tactically, focusing on the sections that provide the most value for the given system.
• The SOA lifecycle contains the following phases:• Model phase: Gather business requirements, then design, simulate, and optimize the
desired business processes.• Assemble phase: Implement the system by assembling newly created and reused
services to form composite applications.• Deploy phase: Deploy assets in a secure and integrated environment, taking
advantage of specialized services that provide support for integrating people, processes, and information. This level of integration helps ensure that all the key elements of your company are connected and working together.
• Manage phase: Manage and monitor the composite applications and underlying resources, from both an IT and a business perspective. Information gathered during the Manage phase is used to gain real-time insight into business processes, enabling better business decisions and feeding information back into the lifecycle for continuous process improvement.
• Underpinning all of these lifecycle stages is governance, which provides guidance and oversight for the SOA project.
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What is Service Oriented Architecture
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BPM Architecture Enabled by SOA
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BPM Lifecycle Enabled by SOA •BPM life cycle stages: model, assemble, deploy, manage•WebSphere products that support each stage– WebSphere Business Modeler, WebSphere Integration Developer, WebSphere Process Server, WebSphere Business Monitor
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Business process modeling value• Provides a common language for effective business and IT
collaboration• Allows people who know the business to model the business• Business-focused users understand and transform their businesses
through advanced business modeling, simulation, analysis, reporting, and collaboration capabilities
– Understanding business models can increase return on investment – Add business measures to define key performance indicators (KPIs) – Add metrics that measure business process performance – Integrates with WebSphere Business Monitor to report on process performance• IT-focused users export models to multiple development environments
to jump-start workflow and application development
Business View
Business Analyst
IT View
IT Architect Developer
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Process modeling
• A business process model is a visual representation of a process that contains supporting information:
• Documenting existing procedures• Determining requirements for staff, systems, and facilities• Planning changes to existing processes and systems• Testing and analyzing existing and proposed processes
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Business process modeling(1)Customers model processes for many purposes:•Modeling For Compliance/Documentation
•Modeling For Redesign•Modeling For Execution
了解当前业务流程及系统现状WebSphere Business Modeler
采用规范的业务模型描述 ( 如 BPMN)标准，为当前 (As-Is)业务流程建立统一的业务流程描述模型理解企业业务目标，挖掘并分析业务创新点结合 IT系统现状，提出目标 (To Be)业务流程
基于开放标准运用行业最佳实践
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Business Process modeling(2) • Simulation and analysis of processes– Assess impact of model changes
on costs, resource utilization, and cycle times– Reduce risk by simulating market changes against current process models
• Predict risks before promoting to production• Save cost of production deployment• Build reliable solutions
• Define Key Performance Indicators– Measurement is the key to management
– Effectively utilize valuable skilled resources • Update process models from real-time instances running in
production• Documented, auditable process models– Achieve regulatory compliance • In less time and at lower expense ， create new business process models
with Modeler and document in one tool
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Business Process modeling(3)
• WebSphere Business Modeler provides a common language for effective Business and IT collaboration
• Business-focused users understand and transform their businesses through advanced business modeling, simulation, analysis, reporting, and collaboration capabilities:
• Understanding business models can increase return on investment• Add business measures to define key performance indicators (KPIs)• Add metrics that measure business process performance• No coding required• Integrate with WebSphere Business Monitor to store the values of the
business measures and metrics to report on process performance• IT-focused users export models to multiple development
environments to jump-start application development
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Business process simulation(1)
WebSphere Business Modeler
对当前业务流程进行效果仿真模拟，以便进行准确的定量评估设定假设性问题，对目标业务流程进行模拟，分析可能存在的问题
通过动态结果分析，发现当前业务流程的瓶颈使用投资回报报告 (ROI)，比较分析预期效果根据仿真结果建议，优化目标业务流程
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Business process simulation(2)
– Continuous process improvement– Monitor real-time business process instances– Real-time data exports back into Modeler– Make process modifications based on simulation results– View real-time performance – Key Performance Indicator scorecards– Track cost, time and resources–Identify bottlenecks– Balance workloads– Intervene in deployed processes– Set situational triggers and notifications– Dynamically respond to these alert
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Business process assembling （ 1）
WebSphere Integration Developer
WebSphere Business Modeler
将业务人员在 WebSphere Business Modeler中创建的目标业务流程导入WebSphere Integration Developer
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Business process assembling （ 2）
WebSphere Integration Developer
get Approved
Approved/Denied
If Approved thenSend letter offering gold
If NOT ApprovedSend letter offering Credit counseling service
Human Task
State Machine
Java Application
Enterprise Application
BPEL Process
Business Rules
通过装配而非编程实现目标业务流程利用内置的多种服务组件，方便地重用既有 IT系统和资产通过服务编排和协同，装配服务以实现目标业务流程流恰当地使用业务规则，提高业务流程的敏捷性
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WebSphere Integration Developer
• WebSphere Integration Developer can assemble the components into an SOA application and then deploy the enhanced, optimized, and integrated process into WebSphere Process Server.
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Business process deploying
WebSphere Application Server ND (J2EE Runtime)
SOA Core Service ComponentArchitecture
BusinessObjects
Common EventInfrastructure
SOA Core Service ComponentArchitecture
BusinessObjects
Common EventInfrastructure
Mediation FlowsMediation FlowsInterfaceMaps
BusinessObject Maps
Relation-ships
InterfaceMaps
BusinessObject Maps
Relation-ships
DynamicService
Selection
DynamicService
SelectionMediation Flows
(ESB)Mediation Flows
(ESB)SupportingServices & WS ESB
HumanTasks
HumanTasks
BusinessState
Machines
BusinessState
Machines
BusinessRules
BusinessRules
BusinessProcessesBusiness
ProcessesServiceComponents
BusinessProcessesBusiness
ProcessesServiceComponents
*1Q 2007WebSphere Process Server
将装配好的目标业务流程部署到WebSphere Process Server
监控业务流程的实际运行
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Business Activity Monitoring • Business activity monitoring refers to the aggregation,
analysis, and presentation of real time information about activities inside organizations and involving customers and partners.
• The goals of BAM are to provide real time information about the status and results of various operations, processes, and transactions so business decisions can be informed, quickly address problem areas, and re-position organizations to take full advantage of emerging opportunities.
• BAM systems are driven by business events, fed directly from integration software or from business process management software.
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Business process performance
依据业务度量模型，在WebSphere Business Modeler中标示相关监控目标
WebSphere Business Modeler
WebSphere Business Monitor
WebSphere Business Monitor实时监控业务活动和关键业务指标 (KPI)
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WebSphere Business Monitor
Real Time Visibility into Business Performance
View performance and modify dashboards in real timeScorecard view of Key Performance IndicatorsTrack cost, time and resourcesIdentify bottlenecks, balance workloads, reduce latencies
Ability to intervene in deployed processesSet situational triggers and notificationsDynamically respond to these alerts
Supporting continuous process improvementMonitor in-flight business processesMake process modifications based upon real-time data sent back to the Modeler for simulations
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Simulation
模拟控制面板
模拟的实时数据
模拟进度时间条
动画模拟工作项在此排队堆积，反应了此处是个潜在的瓶颈
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Business Optimization
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Agenda
• BPM overview• The life cycle of BPM• Case study• References
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Case study
• ClipsAndTacks Office Supplies Ltd.• Modeling the current business process
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Business problem• Call center hours of operation are not convenient.• The telephone order submission process is too long.• The order review process delays shipments.• Regular customers, in particular, resent delays due to
order reviews.• The company is losing customers and revenue.
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Business objectives
• Reduce the average time from when orders are received to the time they are shipped to 3 days
• Achieve an order approval rate of 90% or better
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Current order handling process
• Customers can only order by telephone.• Orders are accepted only from 8:00 a.m. to 5:00 p.m. Eastern
Time, Monday to Friday.• Customer service representatives handle all inbound order
requests.• All orders are forwarded to the order manager for review.• Orders over $500 must be approved by the order manager
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Revisions
• Customers can order online (shortens the order process).• Orders are accepted 24 hours a day, 7 days a week.• Implementation of rules/policy engine is now included.• The threshold for order review has been raised to $750.• Orders over $750 must be approved by the order manager
shortening average order time and increasing percentage of approved orders.
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Solution architecture
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Subsystem Description
•Product Search UI Web-based user interface for customers to searchand/or select products from an integrated product catalog.•Order UI Web-based user interface for customers to enter order information, such as quantity and shipping method, or to view the details of existing orders.•Order Approval UI User interface for the order manager to view andauthorize orders.•Configuration UI User interface for ClipsAndTacks' staff to configure theordering process, specifically, the order approval process.•Performance Dashboard Web-based user interface for Business Performance Analyst to query and view business performance results•Order Handling Service A business process that responds to the Order UI and creates new orders or displays existing order status. The process determines whether an order can be automatically processed according to the procurement policies.•Order Approval Service A workflow process that is used by the order approval staff to validate and approve orders.
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References
• http://www.ibm.com/developerworks/bpm• Business Process Management: Modeling through Monitoring Using WebSphere
V6.0.2 Products, August 2007• Designing SOA Solutions with the IBM SOA Foundation,SOA590 /
RA911 ,December, 2006• Anthony Catts,Joseph St. Clair. Business Process Management Enabled by SOA.
ibm.com/redbooks,2009• Anthony Catts, Joseph St. Clair. Business Process Management Enabled by SOA.
ibm.com/redbooks,2009• Getting Started with SOA -WS007• SOA590 Designing SOA Solutions using IBM SOA Foundation • Using IBM WebSphere Business Modeler, Monitor and Process for BPM• Assessment Assets for Service Oriented Architecture-SW707 • http://gocom.cc/• http://www.redbooks.ibm.com/cgi-bin/searchsite.cgi?
query=BPM&SearchOrder=1&SearchFuzzy=
