Dr Alexander Samarin www.samarin.biz ECA 2010, Geneva, Switzerland Creating a synergy between BPM* and electronic archives * BPM – Business Process Management Dr Alexander Samarin www.samarin.biz

Creating a synergy between BPM and electronic archives About me An enterprise solutions architect From a programmer to a systems architect Experience in scientific, international, governmental and industry environments Creator of systems which work without me Practical adviser for design and implementation of enterprise solutions My main “tool” is an architectural framework for improving enterprise business process management systems Creating a synergy between BPM and electronic archives 2010-04-28

BPM is a tool for improving enterprise business performance Part 1 – Context BPM is a tool for improving enterprise business performance A multitude of tools “handle” processes A natural evolution of BPR, Lean, ISO 9001, 6 Sigma The aim is to have a single description of business processes: - model in design - input for project planning and execution - executable program for coordination of work - documentation for all staff members - basis for management decisions The theory BPM as a discipline (use processes to manage an enterprise) The tools BPM as software: BPM suite (BPMS) An enterprise portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio The practice Any process-centric enterprise has some BPM, but how can we industrialise this BPM? Creating a synergy between BPM and electronic archives 2010-04-28 Business Process Identification and Modeling

Creating a synergy between BPM and electronic archives BPM concerns everyone Co-existence of many people, many roles and many structures functional organisational operational projects social etc. Creating a synergy between BPM and electronic archives 2010-04-28

Creating a synergy between BPM and electronic archives Systems view on BPM Co-existence of many artefacts vision, plans, processes, capabilities, services, etc. Dynamic and interrelated Not all relationships between artefacts are explicit Not all relationships between artefacts are interpreted consistently by different staff members and systems Creating a synergy between BPM and electronic archives 2010-04-28

Business processes are complex relationships between artefacts Who (roles) is doing What (business objects), When (coordination of activities), Why (business rules), How (business activities) and with Which Results (performance indicators) Make these relationships explicit and executable What you model is what you execute Creating a synergy between BPM and electronic archives 2010-04-28

Different enterprise artefacts Business artefacts Events Processes Activities Roles Rules Data & documents Audit trails Performance indicators Services Organisational and technical artefacts … KPIs Processes Services Events Roles Data structures Documents Rules Human “workflow” Audit trails Creating a synergy between BPM and electronic archives 2010-04-28

Services and processes (1) Services are considered to be explicitly-defined and operationally-independent units of functionality Formal description Operational independence Invisible implementation The business world understood a long time ago that processes and services are the backbones of most business systems. At present, many enterprises use the process-centric approach as a critical tool to organise their operations as a set of business processes and practices for their management, including improvement. Creating a synergy between BPM and electronic archives 2010-04-28

Services and processes (2) Processes are considered to be an explicitly-defined coordination of services to create a particular outcome Formal description Coordination At a process-centric enterprise one may have many elementary nano-services which are organised into a mega-service, i.e. the whole enterprise Creating a synergy between BPM and electronic archives 2010-04-28

Creating a synergy between BPM and electronic archives Process anatomy (1) The business is driven by events For each event there is a process to be executed Process coordinates execution of activities The execution is carried out in accordance with business rules Creating a synergy between BPM and electronic archives 2010-04-28

Creating a synergy between BPM and electronic archives Process anatomy (2) Each business activity operates with some business objects (data or documents) A group of staff member (business role) is responsible for the execution of each activity The execution of business processes produces audit trails Audit trails (which are very detailed) are also used for the calculation of Key Performance Indicators (KPIs) Creating a synergy between BPM and electronic archives 2010-04-28

Be ready to wide spread misunderstanding Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: capturing of records (1) Typical end-to-end business process But, the “white space” is the place where records are emerging Let us make it explicit as important intermediate events Find client Sign contract Fullfil contract Prolongate contract Find client Sign contract Fullfil contract Prolongate contract Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: capturing of records (2) What to capture? Business objects used Data Documents Metadata Business rules applied (and their results) Business events occurred Business roles involved (and actual participants worked) Audit trails generated (performance information) If an artefact is versionable then recording of its ID is sufficient Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: access control (1) Align access rights with the work to be done Do something Grant necessary rights to a person who will carry out this activity to access involved business objects Revoke previously granted rights Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: access control (2) Align security with the work progress (preparation of an organisational document) Personal version Group drafting Committee review Management approval Private Confidential Secret Top-secret Public Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: managing of versions (1) Single version Multiple versions Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: managing of versions (2) What to do with intermediate versions? Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: managing of versions (3) Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: producing good documents PDF Archive Image Creating a synergy between BPM and electronic archives 2010-04-28

Build RM into business processes: Business follow-up Execute at the end of a business process some checks that all documents (from this business process instance) have been properly classified Can be a mixute of automated and human tasks (process pattern M&M) Creating a synergy between BPM and electronic archives 2010-04-28

An electronic enterprise archive as a BPM system (1) Events New record received Retention period of a dossier expired Access to records requested ... Business objects Records Dossiers Documents Calendars Creating a synergy between BPM and electronic archives 2010-04-28

An electronic enterprise archive as a BPM system (2) Rules Retention calendar Classifications Naming conventions Filing plan ... KPIs (consider service level agreements) Yearly acquicition transfer from current to semi-current archive < 2 weeks Creating a synergy between BPM and electronic archives 2010-04-28

An electronic enterprise archive as a BPM system (3) Processes One per each event Explicit and executable Perfect audit trails Be a good service provider Reliable (as a nuclear waste storage) Convenient (do not block users) Always available Fully transparent Well architected Creating a synergy between BPM and electronic archives 2010-04-28

Main advantages of the architectural framework for BPM Helps to reduce complexity and to increase flexibility Based on a BPM reference model Addresses the needs of the most difficult aspect – people Use of explicit and executable models Business process modelling in BPMN Rules for finding services and quick prototyping Guidelines for usage of different technologies Link with enterprise architecture Creating a synergy between BPM and electronic archives 2010-04-28

Creating a synergy between BPM and electronic archives Thank you! Contact information: Alexander Samarin alexandre.samarine@gmail.com www.improving-BPM-systems.com Creating a synergy between BPM and electronic archives 2010-04-28