Business Process Management

Systems

Pascal Ravesteyn
UU/HU - 2007
 General overview

Introduction
What is BPMS?
Research question
BPMS implementation framework
Assignment
Introduction
Business Process Management: the Third Wave
(Smith, Fingar, 2003)

Internet
Globalization
Governance (SOX, Tabaksblatt)
Outsourcing
Source: CIOinsight (2006)
 View of processes and organization

Act. Based costing Value

webservices Chain
EAI TQM
CASE Balanced Scorecards
Cont. process
Workflow UML Rules ERP
improvement
Kaizen
management engines
Java ISO9001 Six Sigma
B2Bi

So
BPMS
A new IT
software category that supports
organization the entire
Business lifecycle of modeling,
organization
executing, and monitoring business processes
 What is
Business Process Management
(System)

Management Concepts:
Total Quality Management
History BPMS
Number Total Quality Management Business Process Reengineering
1 Process orientation Process orientation
2 Customer focus (intern and Customer focus (mainly external)
extern)
3 Support and commitment of Support and commitment of
employees and management employees and management
4
5
Requires cultural change
Cross-functional teams to analyze
Requires cultural change
Cross-functional teams to redesign
and resolve quality problems processes

Root Characteristic
Business Process Re-engineering 67 BPR Improve existing work processes
Focus on
Continuous
Develop entirely new processes
external customers One-time project
change
8 BPR Process change
descriptions (graphical)Project radical ness
Business Proces Management 9 TQM
Evolutionary
Measurement
Focus on individual and control of process
process Focusperformance
on core processes
TQM Continuous optimization of processes
Etc.
activities
10BPR Use Implementation
of statistics to ofmeasureautomated processes
creative use of ITacross functional
to enable new
departments
improvement processes
IT Innovations 11TQM / BPR'self-renewal
Culture change
learning' culture As few people as possible should
Systematic
with all employees automation
involved of core bebusiness processes
involved by integrating
in the performance of all
a
Enterprise Resource Planning software applications that support these
process
Table 2 Characteristics of Business Process Management
processes

Workflow Management Table 1 based on Jarrar and Aspinwall (1999); Hackman and Wageman (1995)

Enterprise Application Integration

Business Intelligence /Dashboard and portals
Etc.
 TQM

BPR General Workflow

Mana
geme BPM

Interface
Layer
Web

nt Co Presentation Presentation
Service

ncept An y Process

Process
Layer
Calculation General Workflow System and User Interactions

BPMS
AFEs
Business Level
Objects
Production
Business Level
Objects

Business
Inv oices Anything

Rules
Layer
Business Lev el Business Level
Obj ects Objects
Business Level Objects

Self-Generating Integration

ti o ns

Back end \ Systems

API API API API API

va
API

Inno EAI

Layer
IT Web
Service XML
SAP using
java
MSMQ using
com or java
Excel using
com
Databases using
jdbc

WFM

ERP

Databases

85 90 95 98 00 05 time

Ravesteyn, 2007
 History of SOA
computing

WWW
Business

IBM PC
Mainframe SQL Content: data &
R/3
Databases Data Warehouse Business logic

Service Oriented Architecture

Batch EAI
processing Visicalc R/2 BPM

Client/Server WSDL
Distribution
technology

VT3270 CORBA MQ
Remote access &
VT100 RPC NFS EJB
EAI infrastructure
SOAP
TCP/IP WWW
sockets

Modula2
Programming

Smalltalk Implementation
language

Pascal Java Platform, interfacing

PROLOG Techniques interaction
.NET
COBOL
Ada C# patterns
Assembler SIMULA
C++
1950 1960 1970 1980 1990 2000
 Classification of Services

Basic services; represent the basic elements of a SOA

Data centric services
Logic centric services
Intermediairy services; are stateless services that
function as client of server in a SOA
Process centric services; encapsulate the knowledge of the
organizations business processes (maintain the process state)
Public enterprise services; provide interfaces for cross-enterprise
integration

Application frontends are the active elements of a SOA. They initiate

all business processes and ultimately receive their results (e.g. GUI)
 Classification of Services (2)

Intermediairy Process-centric Public Enterprise

Basic Services Services services services
technology
gateways,
simple data or adapters and service shared with
logic centric functionality encapsulate other enterprises or
Description services adding services process logic partner organizations
Implementation
complexity low to moderate moderate to high high service specific
State
management stateless stateless stateful service specific
Reusability high low low high
Frequency of
change low moderate to high high low
Mandatory
element of SOA yes no no no

Krafzig et al. 2005

 BPMS Architecture
Example - 1
Web Work

Interface
Layer
Portal/ Web
Forms/ Service
Presentation Presentation
WSDL

An y Process
Process

Process
Layer

Designer
Calculation General Workflow System and User Interactions

AFEs Production
Component Business Level
Objects
Business Level
Objects
Business

Inv oices Anything

Manager
Rules
Layer

Business Lev el Business Level

Obj ects Objects
Business Level Objects

Self-Generating Integration
Back end \ Systems

API API API API API API

Existing
Layer

Systems

Web SAP using MSMQ using Excel using Databases using

Service XML java com or java com jdbc
BPMS Architecture
Example - 2
Role Based Presentation + Applications (CAF)

Business Activity Monitoring (BAM)

Business Process Management (BPM)

Enterprise Service Bus (ESB)

Enterprise Applications (ERP + others)

 Market Overview

The Forrester Wave:

Integration-Centric Business Process Management Suites
(Q4, December 20, 2006)
 When to use BPMS
high

BPMS
Complexity of
coordination
EAI

Application
server
low

low high
Frequency
of change

Krafzig et al. 2005

 Maturity of SOA
in relation to Business Integration
Maturity of
SOA Not cost-effective

Process
enabled
agility

networked flexibility

maintainability
fundamental

Not feasible
Scope of
Intra Cross Cross Simple Complex Business integration
departmental departmental Bus. unit B2B Processes
integration

Intra Cross-enterprise
enterprise

Krafzig et al. 2005

Research
 Research goal

Provide an overview of the critical success

factors when implementing a BPMS

To accomplish this.
 Research Activities and Articles

Literature Research
Framework & Model
Validation (qualitative & quantitative)
Case Studies
 CONCEPT BPR TQM BPM WFM EAI BI/BAM BPMS Other
Number ARTICLE
1 Aalst (2002) X
Conceptueel Empirisch
2 Aalst, et al(2003) X X X

Case studies
3 Aalst, Hee (2004) X

Theoretisch

Modelmatig
4 Aguilar-Savn, Ruth (2004) X X

Surveys
5 Al-Mashari, Zairi (1999) X
6 Anzbck, Dustdar (2005) Nummer ARTIKEL KRITISICHE SUCCESFACTOREN ZOALS GENOEMD IN ARTIKEL (niet alles is KSF, soms betreft het aspecten zoals uit artikel
X naar voren komt)
7 Arkin(2002) X
when modeling a when altering private

software of implementatie methode)

8 Armistead (1996) X X
supply chain this processes, which
9 Armistead, Machin (1997) X X

Toegepast (consultancy gericht)

requires each modifications are

Vergelijkende studies (bijv. Van

10 Aversano, et al (2002) X the level of detail in X to
business partner allowed without
11 Becker, et al (2003) modeling entire understand the nature jeopardizing the X

Vergelijkende case studies

12 Bhatt, Stump (2001) processesXin a supply of their partners' local correct operation ofX
1 Aalst (2002) chain processes the overall workflow
13 Bhatt, Troutt (2005) X X

SCIENTIFIC METHOD
2 Aalst, et al(2003) Not applicable
14 Box, Platts (2005) 3 Aalst, Hee (2004) Not applicable X

Wetenschappelijk
15 Burlton (2001) X

Cross-sectional

Cross-sectional
Longitudinaal

Longitudinaal
16 akular, Wijngaarden (2002) Is it possible to use X
17 Chang (2006) modelingtechniques X
that are related to the
18 Cunningham, Finnegan (2004) 4 Aguilar-Savn, Ruth (2004)
X
type of company? X
19 Datastream (2005) management X
20 Davenport (2000) competency and organisational project planning and X
21 Deming (1982) ARTICLE 5 Al-Mashari,X
Zairi (1999) change management support structure management IT infrastructure
6 Anzbck, Dustdar (2005) Not applicable
22 Dennis, et al (2006) Aalst (2002) X X
7 Arkin(2002) Not applicable
23 Es, et al (2005) Aalst, et al(2003) X X Build Improve
24 Fremantle, et al (2002) Aalst, Hee (2004) X DesignateXa process X Understand the Work on the trade- Teach others about Train within the X specialist the
25 Georgakopoulos (1999)Aguilar-Savn, Ruth (2004) 8 X
Armistead (1996) X
champion X
Know the process linkages offs the process process Measure the process Manage careers expertise process
26 Grefen, De Vries (1998) Al-Mashari, Zairi (1999) organization XX organization
9 Armistead, Machin (1997) coordination process definition structuring cultural fit improvement measurement
27 Gulledge, Sommer (2002)Anzbck, Dustdar (2005) X X X
28 Hammer, Champy (2001) Arkin(2002) X X
delay the technology
29 Harrington (1995) Armistead (1996) X X
use of a well-defined evaluation until take into account the
Armistead, Machin (1997) and practical method accurately select use a standard X
process reverse industrial partners
30 Hill (1999) X X
Aversano, et al (2002) to reverse engineer process owners X and listen to process X use multiple data draw early drafts of process modeling engineering
31 Hillegersberg, et al (2004) X is and the target
Becker, et al (2003) 10 Aversano, et al (2002) processes key users owners and key users gathering approaches process maps language finished environment
32 Informatica (2005) X
Bhatt, Stump (2001) X
33 Ishikawa (1986) Bhatt, Troutt (2005)
X Integration of CRM X
34 Jablonski (1995) Box, Platts (2005) X and SCM data from
X X
35 Jarrar, Aspinwall (1999) an operative (EAI)
Burlton (2001) X X X perspective and a
36 Jeston, Nelis (2006) akular, Wijngaarden (2002) X X
Involvement of The effectiveness of management (data
37 Jeston, Nelis (2006) Chang (2006) X
management as ManagementX datawarehouses for The availability of warehouses and
38 Juopperi, et al (1995)Cunningham, Finnegan (2004) targeted users of the understandingXand business process X data within the Supply decision support
39 Juran (1945) Datastream (2005) 11 Becker, etXal (2003) system support X integration Chain systems) perspective
40 Juran (1951) Davenport (2000) X X to enable Top management
communication for global inter- support is critical to
41 Karagiannis (1995) Deming (1982) X X X
among IS systems operability, establish Network
42 Kettinger, et al (1997) Dennis, et al (2006) X standardization is transparency to the Integrative capability connectivity and
X
43 Khoshaflan (2006) Es, et al (2005) 12 Bhatt, Stump (2001) needed end user is neededX of IS networks Network Flexibility X
44 Kim, Ramkaran (2004) Fremantle, et al (2002)X 13 Bhatt, Troutt (2005) Not applicable
X X
45 Klen, et al (2001) Georgakopoulos (1999) X X X
46 Kobayashi (2003) Grefen, De Vries (1998) X XX X single
47 Koedijk, Verstelle (1999)Gulledge, Sommer (2002) X
X point
Hammer, Champy (2001) X
48 Kuo (2004) X accountab
Harrington (1995) X X ility; each
49 Laudon, Laudon (2000) X
Hill (1999) X person
50 Lee, Dale (1998) Hillegersberg, et al (2004) X
X
a clear should
Informatica (2005) X make sure path must fully
Ishikawa (1986) X X that be created understan
Jablonski (1995) X people from d her role
that are corporate in
Jarrar, Aspinwall (1999) X
engaged strategy to achieving
Jeston, Nelis (2006) X to the strong project the overall
Jeston, Nelis (2006) X project leadership goals, and objective
Juopperi, et al (1995) X can attach is ultimately and be
Juran (1945) X X create challenging rewards & incentives their own essential to team accountab
Juran (1951) X translate project
X assign the best roles and new job when deliverables are meaning for and le for
Karagiannis (1995) X objectives into very
X formulate a business deliver on the good executive possible people to the perspectives after the met before time, with to the effective individual his/her
14 Box, Platts (2005) involve many people specific deliverables case business case involvement (sponsor) project full time project higher quality etc. project change objectives tasks
Kettinger, et al (1997) X X X X
Khoshaflan (2006) X
Kim, Ramkaran (2004) X
 Business Process Management
Framework
Monitoring & Control

BI / BAM
BPMS
WFM
TQM Bus.
Strategy & Policy
Organization
Proc. EAI Information
& Processes Technology

Model.
BPR

People & Culture

Ravesteyn, 2006
 Business Process Management System
Implementation approach

A literature study of 104 articles and books

Based on a meta-analysis of the literature a list was compiled with

over 337 critical success factors from the different background
principles

This list was based upon the principles according to the following
composition:
3.86% of the factors came from TQM
17.51% from BPR
29.97% BPM
11.57% WFM
12.76% EAI (incl. SOA)
2.08% BAM
12.17% from the BPMS domain
10.08% from various other related areas
 Business Process Management System
Implementation approach

Management of Implementation & Change

Project domain

Man. Architecture Development Man.

Org. & Proc. Process Information Infrastruc. Ser. Appl. Org. & Proc.

Measurement and Control

Organizational domain
(Ravesteyn, 2007)
 Management of Organization & Processes

Critical Success Factors:

1) Project management
2) Change management and involving people
3) Understanding the BPM concept
4) Management support and involvement
5) Strategic Alignment
6) Governance & accountability
7) Training
8) Culture
 Management of Organization & Processes
Other factors mentioned:
take into account the customers, industrial partners and the target
environment
create challenging roles and new job perspectives after the project
establishing a support organization because ongoing maintenance and
management is very difficult
Treat value as realizable by all stakeholders, irrespective of geography or
organizational boundaries
Build a knowledge base around processes
implementation guide: follow an "inside-out" strategy, this means first
prioritize the integration of internal systems and applications, defining and
institutionalizing your business processes then the company is better suited
for integration with external systems
use of best practices
 Architecture Design
(process model)

Critical Success Factors:

1) Understanding the process
2) Use the 'best' modeling standards & techniques
3) Organizing the modeling design phase
4) Maintenance and control - including quality - of the models is important
 Architecture Design
(process model)

Formal models
Analysis Visualisation
For different
Design
stakeholders
Napkin
Whiteboard Idea Architecture Use
Powerpoint process

Link with
Management
implementation
Maintenance
Version control

The architecture description life cycle (Lankhorst et al. 2005)

 Architecture Design
(coherence)

(Lankhorst et al. 2005)

 Architecture Design
(process model)

Other factors mentioned:

When altering private processes, which modifications are allowed without
jeopardizing the correct operation of the overall workflow
Strategic objectives and functional objectives should be identified and linked to
process model
lack of documentation of embedded processes in application systems
Multi process adaptation alternatives should be present, and also a contextual
adaptation process
Underestimating the difficulty in integrating offshore-supplier employees into the
processes and work flows of their companies
Modeling interfaces related to software systems
pre-determined collaboration choreography of participating organizations (ad
hoc changes are not possible)
 Architecture Design
(information model)

Critical Success Factors:

1) Interdependencies and Integration of Data sources
2) Discovery of Information
3) Process Orientation
4) Defining (web) services
5) Understanding the BPMS paradigm
6) Business & IT divide
7) Use of Business Rules
 Architecture Design
(information model)

Other factors mentioned:

Sometimes information-processing work is subsumed into the real
work that produces the information
For global inter-operability, transparency to the end user is needed
which has consequences for the information availability
 Development
(infrastructure)

Critical Success Factor:

1) IT Infrastructure:
IT infrastructure is not aligned to the developed solution
embedded business logic within communications networks
 Development
(Service Oriented Business Appl.)

Critical Success Factors:

1) Integration of processes and data
2) (Use of) Webservices
 Development
(Service Oriented Business Appl.)

Other factors mentioned:

Transformation of design models into implementation models
Delay the technology evaluation until process reverse engineering is
finished
SOA (currently) works best when working with applications from large
IT vendors
Reliability of Internet (standards)
The process manager might get direct access to the application server
where connections are running
Testing prototypes and the final solution
The inflexibility of IT application systems
 Management of Implementation & Change

Critical Success Factors:

1) Project management
2) Change management and involving people
 Measurement & Control

Critical Success Factors:

1) Performance Measurement
2) Continuous Optimization
3) An organization and culture of Quality
 Measurement & Control

Other factors mentioned:

Use multiple data gathering approaches
The availability of data within the Supply Chain is critical
Both formal and informal monitoring and reporting activities should be taken into
account
Capture information once and at the source (tasks are performed wherever it
provides the most value)
Granularity and visibility control (information is not available or private
information is made public)
Assignment
 Assignment

Investigate the validity of (part of) the provided

success factors. Extend and/or drill-down
when necessary. Aspects to consider:
Mapping on the Model
Weight
Aspects per CSF
 Assignment form
Teams of two
Several teams are validating one domain
One paper per domain with at least one chapter per team

Structure team chapter: Structure domain paper:

Summary
Team x
Team x Team n
Introduction Introduction Introduction

Validation Validation Validation

Results Results
Results
Conclusion
(validation method & overall results)
 Resources

BPM Forum
Suppliers (BEA (Fuego), Cordys, IBM,
Microsoft, SAP, Seebeyond, Tibco,
Webmethods etc.)
Consultancy Organizations (Capgemini,
InterAccess, LogicaCMG, Ordina etc.)
Users (Interpay, ING, ABN-AMRO, Nuon etc.)
Questions?