Tag: aris

ProcessWorld Day 2 wrapup

I fly home in the morning, so I’ll be missing tomorrow’s ARIS User Day; this was by design, since I really didn’t want to sit through detailed product training sessions.

I’ve had a number of people here recognize me from having read my blog, which is very flattering. I had one person tell me that if he weren’t here, reading my blog would be just like being here (um, but you are here, dude…). I was even called the queen of blogging. I’m blushing. The stream of consciousness blogging has been fun, although now I need to go back through all those notes and make sense of some of the ideas.

I sat with a professor from Widener University today who teaches in their Center for Business Process Excellence, a program that I didn’t even know was offered. She was quick to whip out a brochure for me, and although it’s very sponsor-laden (both IDS Scheer and SAP appear on it), it does give an outline of their program and states their mandate:

  • A global initiative designed to forge new levels of business process innovation by strengthening collaboration between the corporate and academic communities
  • Promote research into next-generation business solutions to better prepare tomorrow’s workforce
  • Promote business process modelling by incorporating such issues into the undergraduate and graduate curricula and support faculty and students to engage in research efforts

They offer Masters of Information Systems and MBA’s that incorporate process innovation, plus certificate programs in business process innovation. Some of the courses seem a bit light — a few of them are completed in three Saturdays — and I have no idea what sort of accreditation or recognition that they have for these programs, but any university that is recognizing BPM as an area of study is worth a second look. You can find out more about it on their site here.

ProcessWorld Day 2: General session with Andrew Spanyi

Last up today is Andrew Spanyi discussing the “soft and fuzzy stuff about business process governance” (his words), and I have to say that I don’t envy him the 5pm speaking slot. The audience is sparse — many having departed to catch a flight, go shopping, or just take a break after an already-long day — and those of us that are here are a bit apathetic.

This whole topic, of course, requires a new acronym: BPG (business process governance), which is the set of guidelines focussed on organizing all BPM activities and initiatives of an organization.

Ten minutes into his talk, I’m really starting to feel sorry that I sat on the opposite side of the room from the door, making it impossible to depart politely. Either he’s flipping slides too fast, or my brain has slowed to a crawl, since I absolutely cannot seem to take any notes of value. I did, however, catch his three critical leadership behaviours required for BPG:

  • A high level process model
  • Well-defined performance metrics
  • Broad-based education on process methods

He also pointed out something that he heard from Tom Davenport: major IT systems are difficult to implement, and many projects fail; process change involves new skills, behaviours and attitudes so is also difficult; that makes it difficult to do both at once. And what I’ve seen with BPM initiatives, almost all companies try to do both at once.

Spanyi had a great list of five sure-fire ways to fail:

  • Lack of accountability and authority
  • Insufficient focus on common language
  • Lack of linkage to strategy
  • Insufficient focus on improvement
  • Focusing on method rather than results (e.g., focus on modelling rather than improvement)

At the end of all this, I’m left with the notion that BPG is just another way for consultants to make money. Okay, I’m a consultant too, but not the fuzzy management consulting type: at the end of the day, I actually want to see a system running.

ProcessWorld Day 2: Services industry breakout with Leopoldo Feuntes of AxxiS Consulting

Unfortunately, I had to step away from the conference for a couple of hours for some unrelated business — a group podcast that you’ll see here shortly, and an upcoming webinar — but I was back in time to see Leopoldo Fuentes of AxxiS Consulting discuss a project at the Secreteria de la Funcion Publica de Mexico for implementing best practices within the federal government using ARIS.

One of the first things that they did was to create a knowledge repository for the results defined by their strategic planning process:

  • Organization charts, HR profiles, position descriptions, and knowledge maps
  • Compliance information
  • Activity analysis
  • Operational flows
  • A set of process models derived from all of the above

Once the repository was populated with this information, they could start to leverage it for a number of transformational purposes:

  • To professionalize human resources of the institution
  • To develop the talent of the institution
  • To supply the decision making
  • To transform the ministry into a world-class institution

Not surprisingly, it all came down to process: the process models ultimately allowed them to define the roles and skills of people that they required. However, it had a number of other process improvement type of benefits as well, such as being able to use process models in strategic planning activities, gain some process improvement through better understanding of the processes, and changes to the organization charts to better match the process models. Using custom scripting (rather than the report web publication capabilities of ARIS, which did not allow them the proper degree of change control on the website), they also publish this on their intranet and, selectively, on the public internet, thereby increasing transparency of the organization. You can see the public portions of this here, including the profiles and roles of individual public servants (my Spanish is really bad, so I now can’t find the right link to navigate to those sections, but go ahead and poke around). This type of transparency is becoming a critical factor in most government organizations these days.

ProcessWorld Day 2: Services industry breakout with Marshal Edgison of ELM Resources

The first breakout of day 2, I attended a session on “Optimizing Process Through Business Rules” with Marshal Edgison, Director of Application Development for ELM Resources, a not-for-profit organization focussed on facilitating and processing student loans, about how they’re leveraging both the process modeling and business rules modeling functionality of ARIS in order to drive their modernization efforts. The rules engine integrated into ARIS as the ARIS Business Rules Designer is Corticon.

They selected ARIS because they wanted a modelling tool that was not closely associated with the technology (i.e., from the process execution vendors) and could be used by business analysts. As a loan processing organization, their processes are very rules-based, and they found that their business rules were everywhere — in application code, in database triggers, in user interfaces — and were hard-coded into the system: the classic situation where business rules can be of enormous benefit. They saw an opportunity to not just model their business processes in order to get them under control, but modelling their business rules and encapsulating them into a business rules management system.

They recognized that BRMS could add agility to processes by automating recurring decisions, centralizing rules for easy management and consistent deployment, manage complex logic (they had over 1 million interdependent rules, although they fall into about 5 basic categories), increase development speed and reduce maintenance time and costs. With the ARIS Business Rules Designer, the rules could be seamlessly integrated into processes as automated decision points: ARIS defines the enterprise data model and vocabulary, and the BRMS leverages that vocabulary in transaction processing.

Edgison went through a case study of a new federally-mandated graduate loan program that came into effect in February 2006, with all participants required to support it by July 2006. Many of the financial institutions who are ELM’s member organizations were unable to comply within that timeframe, and it took ELM six months and more than $500K to implement it. As part of the sales cycle for the ARIS Business Rules Designer, they redid this using ARIS and the BRMS: it took one day with four people.

He ended up with some notes on determining whether business rules are right for you:

  • Do you have decision-intensive processes?
  • Do you have operational inefficiencies around decisions?
  • Do you have dynamic, frequently changing rules?
  • Do you need better synergy between business requirements and IT implementation?

Although a bit wordy and totally unable to control one the audience member who asked about 12 questions, Edgison was a great speaker: very knowledgeable about both his projects and the importance of business rules in modelling processes, with the ability to communicate his ideas clearly and in a compelling manner.

ProcessWorld Day 2: Executive Customer Roundtable

The second session of the day was an executive customer roundtable with John Wheeler of Business Processes in Motion (he was formerly with Nova Chemicals, an ARIS customer, but now seems to be offering consulting services that he gently flogged during parts of the discussion), Deb Boykin of Molson Coors, Steve Tieman of Estée Lauder and Todd Lohr of Zurich (whose breakout session I blogged about yesterday), moderated by Jason Mausberg of IDS Scheer.

Conversations ranged around people, executive committment, ERP systems, ARIS as process-enabling tool, data standards and other topics. Most of them seem to be saying that they’re “not yet into the technical layer”, which means that there’s a lot of modelling going on, but there’s still a gap to the executable part — a trend that I’ve been seeing not just over the past few days, but over a much longer period. An audience question at the end of the talk asked that explicitly; the answers were “we’re at the start of it”, “we’re in the early stages”, “not that far along at all” and “it depends on how you define SOA” (which was a bit of a nonsense answer that included BPM as part of SOA so stated that if you had implemented BPM, then you had done some SOA — another way of saying the same thing as the others, I think).

Random thoughts from the various speakers:

  • using ARIS to link strategic to tactical goals, identify metrics and get a handle on costs (this was from Molson)
  • business architect plays a key role in achieving agility; a dissenting opinion said that their management didn’t see the benefit of agility (which I found amazing)
  • adherence to standards, both by customers and the software vendors who serve them, is critical
  • BPM isn’t a fad, it’s part of a long-term push to process innovation
  • use BPM to determine if people are behaving the way that we think that they’re behaving

There was an audience question about how the panel members got their senior management to embrace BPM. The consensus was to start at a tactical level, get some wins on smaller projects, then use those successes to engage the executives by showing them some real benefits. No surprises here: this is not a fundamentally different story from introducing any new concepts or technology within a company.

ProcessWorld Day 2: Keynote with Dr. Wolfram Jost

Dr. Jost started the day with a presentation on “The Basis for Linking BPM & SOA”. Someone may have been reading one of my posts from yesterday, because when he put up the obligatory slide of VW, he referred to them as “Volkswagen — of course, you know who they are”. 🙂

His talk was part ARIS product marketing and part generic material on BPM and SOA.

There was a lot on the separation of modelling and execution environments, or what he characterized as “business BPM” (business process strategy, design, implementation and controlling) and “technical BPM” (define, create, execute, monitor) — really, it’s like layers in a Zachman or other enterprise architecture diagram, although he didn’t really make that distinction. ARIS is used in the upper layer of functions/definitions, with links to the technical BPM functions in the lower layer.

He did have some nice slides and explanations of BPM and SOA: BPM as a management discipline involved in strategy, design, implementation and measurement of business processes, with the purpose of continuously improve the productivity and degree of innovation of business processes; SOA as an architectural style of business applications based on distributable, sharable and loosely coupled modules, with the purpose to improve the flexibility of business applications needed to support changes in business processes with less time and effort. He showed a 3-layer model of strategy (business model), BPM (business processes) and SOA (business applications), where there might be changes at any of these levels that would ripple through the others: strategy could change due to market forces; business processes could change due to organizational changes, and applications could change due to technology innovations.

Another point that he made, and one that I used in my response to Phil Gilbert‘s comment on one of my posts yesterday, there’s value in using modelling tools that are separate from the BPMS themselves, especially if you’re creating the business models in advance of technology acquisition, or if you have a variety of process execution environments and want a single modelling environment for your business analysts. Of course, when Jost talks about business models being technology-independent, he’s excluding their own technology from that definition.

On the product side, Jost discussed the six solutions that they offer, which appear to be combining/packaging of existing products to address specific markets: Enterprise BPM, Enterprise Architecture, Process-Driven SAP, Business-Driven SOA, Process Intelligence & Performance, and Governance, Risk & Compliance. He also spoke about the new ARIS SOA Architect product, used to translate their “business BPM” into “technical BPM”.

The review of their multi-vendor platform strategy showed up some of the weaknesses that Phil Gilbert had mentioned in his comments yesterday: although they use BPEL and UML to interface bi-directionally with Oracle, and BPEL for bi-directionality with TIBCO, they use a much more tightly integrated — and proprietary — interface to SAP. Other BPMS products, including IBM WebSphere, Microsoft BizTalk, BEA and Fujitsu only have uni-directional exports, which is pretty useless in practical usage.

Jost finished up his talk with a quick review of the ARIS 2007 product roadmap.

ProcessWorld Day 2: Breakfast

I don’t usually blog about breakfast, but I happened to end up sitting with Marc Kase of SAIC, whose presentation that I posted about yesterday.

We had a great discussion about how they organize their team of business architects and business analysts, training, collaboration within the team and to their internal customers; Marc obviously has a good handle on how to create and manage such a diverse team of skills.

My question of the week is about integration between ARIS (or any process modelling environment) and a business process execution environment, whether a full BPMS or something that fits more into the SOA layer, and Marc confirmed my suspicions that the unidirectional interfaces are problematic for a variety of reasons, and not used within their environment of ARIS and the BEA AquaLogic BPMS (Fuego). They only provide a high-level process view to the (separate and IT-focussed) BPMS team, who then redraw it in BEA and add a lot of detail required for execution. This creates the opportunity for translation errors between the model and the implementation, although their ultimate QA is against the process models in ARIS in order to reduce those effects. Marc expressed that the lack of round-tripping was a factor in them not using direct integration as well.

I also found out that Vince, the senior business architect who accompanied Marc in his presentation, is Vince Outlaw of AboutEA — a blogger with whom I have exchanged links and comments. We discovered Vince in the internet cafe (of course) for an introduction, thereby creating one more real-world link to strengthen the ties of bloggers.

ProcessWorld Day 1 wrapup

Great hotel? Check. Good food? Check. Wifi in the conference rooms? Check. Green tea available at the breaks? Check. M&M’s in the press room? Check. Oh yeah, the conference content is good, too. 🙂

I have to admit, I didn’t pay a lot of attention during Dr. Mathias Kirchmer’s last presentation of the day on “open BPM”: I’ve been in meetings since 7am, and I was pretty much conferenced out by the time that I finished my interview with Trevor Naidoo. Kirchmer finished his talk with the IDS Scheer annual BPE Verve awards for their customers and one partner:

I’m really enjoying my time here, as I do at most user conferences. I’m meeting a ton of new people: other press and analysts whose names I know but have never met face-to-face, IDS Scheer customers, as well as the IDS Scheer folks themselves. I have to give a big shout out to the people at Springboard PR, especially Mark Tordik who has been my main liaison, for helping to make this happen.

The theme party tonight is Havana Nights, which promises a Cuban buffet, mojitos, casino tables, mojitos, a Latin band, and mojitos. Can you tell where my mind goes at the end of a long day?

ProcessWorld Day 1: Briefing with Trevor Naidoo of IDS Scheer

I skipped the last breakout session of the day for a discussion with Trevor Naidoo, IDS Scheer’s Director of ARIS Solution Engineering. He’s responsible for the pre-sales technical activities, and used to be an ARIS customer, so is very familiar with how customers use the product and how they want to use it.

We spoke first about integration between ARIS and the BPMS products that automate processes, which included some discussion about standards. He pointed out that integration using pure standards tends to degrade to the least common denominator — a point that I’m not sure that I agree with for all standards, although it makes sense if you picked BPEL as your standard — which led them to take a different approach with their most tightly integrated partners, SAP and Oracle: that of “standards-based” integration, where they extend BPEL (I believe) in order to provide increased functionality. I’m not sure at what point a “standards-based” approach becomes “proprietary”, although I can see the value of going this way. In any case, they’re using different approaches for different vendors: “standards-based” for SAP and Oracle, BPEL for Lombardi, and XPDL for Fujitsu.

This really came around to the issue of how to get those process models into an execution engine, or if anyone is really doing it at all. Naidoo said that what was moving from ARIS to the execution engine was a “process outline”, which then required some amount of work to hook it up to the BPMS engine (as expected), and that the main value is not in the transfer itself — which could be readily recreated in the BPMS designer directly — but in engaging the business in the entire process design cycle. This, then, is what I suspected: that most people really are redrawing the process models in the BPMS designer, adding who knows how many translation errors along the way, because there is insufficient value to bother with the direct integration. This is not unique to ARIS; I saw the same thing at the Proforma user conference last year.

We moved on to talk about the technology. I hadn’t done my homework in this area, and was really unaware of ARIS’ support for browser-based design (yes, I’m on my usual rant about browser-based process modelling); they have a Java applet client for design in a browser environment, which is a pretty heavy footprint by today’s AJAX standards. I’d love to hear more about their plans to put that client on a diet, which will greatly facilitate design collaboration with occasional users, both inside and outside the corporate firewall.

We finished with a discussion of how to move the process modelling story from what is usually a departmental beginning within a company up to the executive level and therefore out across the entire organization: internal evangelism, if you will, to leverage that initial 10-person ARIS project into making ARIS an enterprise-wide process modelling tool. This is addressed to some degree by one of their new “solutions” (which appear to be specific packaging and bundling of products and services), the Enterprise BPM solution which (based on information from their website) includes the ARIS Business Architect, ARIS Business Optimizer, ARIS Business Simulator and ARIS Business Publisher as the basis for implementing a company-wide BPM infrastructure. I still think that there’s a fundamental disconnect in language between the players: the average business analyst or architect is likely too mired in detail to be able to present a high-level plan to the executives of their organization on why to super-size their ARIS installation, but I’m sure that the IDS Scheer sales team would be happy to help out. With Trevor’s able assistance, of course.

ProcessWorld Day 1: Services industry breakout with Todd Lohr of Zurich North America

The second customer breakout session was Todd Lohr of Zurich North America, who discussed various process modelling initiatives within Zurich. They’ve expended a ton of effort on detailed as-is process mapping in order to drive process improvement, and it appears to have paid off even before implementing process automation.

They had some interesting discoveries: 4 out of 5 top activities (by time spent) did not add value to the underwriting process; many activities done by an underwriter could be done by an underwriting assistant; the start time of certain processes was causing unnecessary delays due to timing or unavailability of staff (underwriters work late, whereas the assistants work 7-3, so all assistant-level work after 3pm was done by an underwriter); and bad insurance applications (e.g., missing data) can be found and aborted earlier in the process through the appropriate triage. Having worked with a lot of insurance customers, I don’t find any of these surprising, but I was impressed by the thoroughness of their as-is modelling and how they were able to exploit it to improve processes, technology and organizational structure.

They use ARIS to create the future state models and help the transition from the as-is to the to-be processes. They see it as a tool for training, simulating and communicating, as well as determine staffing and economic value of processes.

Future plans include integration of business rules, and getting some of these processes automated in a BPMS.