1. Dagstuhl Workshop on Fresh Approaches for Business Process Modeling Working group on: KiP meets CWA Achim Brucker, Alexander Herwix, Rick Hull, Hamid Motawari, Flavia Santoro, William Wong 12 May 2016

2. Overview
On Tues/Wed we created a framework to understand Knowledge-Intensive Processes (KiP’s)
On Wed/Thur we asked:  Does our KiP framework work well with CWA ??? ------
Three ways that KiP’s interact with “knowledge”
Create a knowledge artifact, e.g., a CWA model
Maintain a knowledge artifact
Use a knowledge artifact
This lead to 3 general observations
We need to understand how practitioners perform Knowledge-Intensive Work
There are different kinds of knowledge, which will affect the shape of KiP’s
Low hanging fruit: Annotate nodes in models with semantically related documents, images, etc
Can we make intricate models, e.g., CWA models, “living”?

3. Many different kinds of “knowledge” that KiP’s might focus on
Spectrum, kind of
Lots and lots of data – e.g.,
Intricate, structured models, e.g., CWA, ITOM, BPMN schemas, …
Info/knowledge gathered during an accident investigation
Amorphous knowledge a CEO thinks about when making a big decision
Some “knowledge” is being captured in a machine-readable format
Often based on abstractions and abstraction hierarchies
Often with visualizations and tools
Often these are fairly mature, with a fairly mature & active community
Other “knowledge” may never be capture in machine-readable format
In that case, the role of KiP is to enable the humans as much as possible
The boundary of “machine-readable” is shifting, as new text analytics capabilities are being developed, e.g., “cognitive computing”

4. Knowledge-enriched models

5. Making models “alive” (using CWA as example)
In general, including CWA, the model is created and used by one group… … but the actual operations are being performed by other groups
As a result, the CWA model gets out of date
There are few incentives to keep it up to date
How can we set up processes, incentives, fresh approaches so that these kinds of models can be kept up to date
Examples of success from other fields
Entity-Relationship data modeling – tools arose for mapping from ER diagrams into Relational DDL …
Empowerment of the end-user – eg, spreadsheets designed by, and then used by, same person
Example: shifting spreadsheet users to using GoogleDoc spreadsheets

6. Directions to explore for keeping models alive
Some general principles
Give to all users the “knowledge-enhanced” CWA model
If the see value, they will help maintain accuracy
Change detection in procedures, conditions/rules and instructions that impacts the correctness or the logic of a model
Instrument the operational model so that it sends update to CWA model
And, at the highest level, change recommendation techniques for keeping the models in sync with the latest changes in enterprise/environment guidelines, actors, rules/regulations, etc.
Incentivize the operations-level users to maintain accuracy of the CWA model

7. Directions to explore for keeping models alive
An example we might try to imitate . . .

8. Visibility work led by Prabir Nandi (IBM)
Business Artifacts for “Visibility” across silos Business Entity paradigm provides end-to-end view of multiple silos and their interactions
Business Artifact Type:
Lifecycle Model
. . .
Engineering Change
Eng. WO
. . .
Part
Info Model
Business Artifacts (with Lifecycles)
Provide an end-to-end view of operations
Cut across operational and infrastructure silo’s
Unify data and process
Provide structure for other BPM aspects
Can “wrap” app’s to bring them into model
Provide skeleton for specifying variations
Eng.
Purch.
Manu.
...
Visibility work led by Prabir Nandi (IBM)

9. Is there an analog of Business Artifacts that would work similarly for hierarchical models?

11. Increase environmental sustainability
CEO/strategy
Increase Profit
Increase environmental sustainability
Increase Manu Productivity
Reduce air pollution
Priorities/Values
Supply Chain
Assembly Line
Physical Plant
Operational Functions
Ordering
Inventory Mgmt
Ware- housing
Shipping
Object Processes

12. Increase environmental sustainability
CEO/strategy
Increase Profit
Increase environmental sustainability
Increase Manu Productivity
Reduce air pollution
Priorities/Values
Supply Chain
Assembly Line
Physical Plant
Operational Functions
Ordering
Inventory Mgmt
Ware- housing
Shipping
Object Processes
Text doc
Process Descrips
BPMN spce
Ad hoc, spreadsheet based
CMMN based
Process Specs

13. Creation and Maintenance of CWA diagrams
This activity has probably been studied heavily by the Enterprise Architecture community ??
Historically these diagrams have been static – can we make them “alive”, and thereby give them a bigger purpose and life, so that they

16. Fundamental characteristics and “centricities”
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Characteristics
Centricity
Coordination/Collaboration
Decisions on Knowledge
Very ad hoc, intuitive
Knowledge-centric
Long-running
Many kinds of activities
Best practices hidden
Spreadsheets
Goals-centric
Care & feeding of ERP
Variation, Evolution
Spreadsheets
Text-based process descriptions
Data-centric
However, all three aspects are relevant to all three levels

17. Fundamental characteristics and “centricities”
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Characteristics
Centricity
Coordination/Collaboration
Decisions on Knowledge
Very ad hoc, intuitive
Knowledge-centric
Long-running
Many kinds of activities
Best practices hidden
Spreadsheets
Goals-centric
Care & feeding of ERP
Variation, Evolution
Spreadsheets
Text-based process descriptions
Data-centric
However, all three aspects are relevant to all three levels

18. What is building on/coming after Data Science?
“Cognitive Computing” – combining Big Data Analytics with Text/Image Processing, Learning, …
A cognitive system has the following capabilities
Monitor/Alert: Discovers patterns in data even if they are weak signals (“whispers”)
Analyze: Assesses relative value of alternative paths, using statistical evaluations
Decide/act: Advises on the optimal action to take
Adapts and learns from training and experiences
Important Cognitive System attributes
Ability to incorporate relevant contextual information, including new data
Deep natural language analysis, for info ingestion and human interaction
Learning in real time as data arrives
Can identify similar/related past experiences and learn from them
Explain/justify recommendations to humans
IPSoft’s
Amelia
“The world’s first neural automation system for the enterprise”
Tata Consultancy

19. Opportunities for “Cognitive Computing”
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Rapid exploration/ingestion of broad corpora of relevant (unstructured) information
Decision-making based on learned knowledge
Goals-based dynamic planning
(Enable guided collaboration of numerous autonomous agents)
Govt Reg’s Corp. Policies
“Read” regulations and policies … … and map into processes
Define Processes
Capture “Digital Exhaust” … … and learn processes
Care & Feeding of ERP System
Move from Spreadsheets to Case Mgmt and Business Rules … … so that humans can examine and tune auto-learned process
ERP System

21. Three (approximate) Levels of Business Operations & Processes
Examples
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Build vs. Buy decisions
Merger & Acquisition decisions
Launch of a new kind of product
Large IBM deals that transform a company
Fraud investigations in a Bank
Execution of Data Center Outsourcing deals
Back-office processing (e.g., payroll, F&A, …)
Supply Chain Management
Business Process Outsourcing (BPO), e.g., IBM GPS

22. Characteristics of the different levels
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Characteristics
Characteristics
Coordination/Collaboration
Decisions on Knowledge
Very ad hoc, intuitive
Long-running
Many kinds of activities
Best practices hidden
Spreadsheets
Care & feeding of ERP
Variation, Evolution
Spreadsheets
Text-based process descriptions

23. Opportunities for “Cognitive Computing”
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Rapid exploration/ingestion of broad corpora of relevant (unstructured) information
Decision-making based on learned knowledge
Goals-based dynamic planning
(Enable guided collaboration of numerous autonomous agents)
Govt Reg’s Corp. Policies
“Read” regulations and policies … … and map into processes
Define Processes
Capture “Digital Exhaust” … … and learn & enact processes
Care & Feeding of ERP System
Move from Spreadsheets to Case Mgmt and Business Rules … … so that humans can examine and tune auto-learned process
ERP System

24. Opportunities for “Cognitive Computing”
Cognitive Computing is ….
Characteristics
Centricity
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Coordination/Collaboration
Decisions on Knowledge
Very ad hoc, intuitive
Knowledge-centric
Long-running
Many kinds of activities
Best practices hidden
Spreadsheets
Goals-centric
Care & feeding of ERP
Variation, Evolution
Spreadsheets
Text-based process descriptions
Data-centric

25. Opportunities for “Cognitive Computing”
Cognitive Computing is ….
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes

26. Challenges of the different levels
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Characteristics
Coordinating open-ended, highly collaborative processes
Both humans and “cognitive agents”
Decisions made over time, based on extensive acquisition of knowledge
Some best practices but lots of intuition guiding activity
Long-running activity (weeks to months to years)
Many kinds of activity that MAY be relevant
Best practices & patterns available, but buried
Mainly based on ERP systems, but … … many manual processes surrounding them
Lots of variation, evolution over time
In many companies – ad hoc, spreadsheet based

27. Opportunities for “Cognitive Computing”
Workforce Pyramid
Design & Strategy Support
Judgement- Intensive Processes
Transaction- Intensive Processes
Characteristics
Challenge Problems
Coordination/Collaboration
Decisions on Knowledge
Very ad hoc, intuitive
Long-running
Many kinds of activities
Best practices hidden
Spreadsheets
Care & feeding of ERP
Variation, Evolution
Spreadsheets
Text-based process descriptions

28. Automating the Pipeline from Knowledge Harvesting to Executable Logic in an Agile, Incremental Fashion
Current Mode of Operation
Near-term focus of “Ops Accelerator”
Long-term focus of “Ops Accelerator”
Client policies,
Govt. regulations
Client policies,
Govt. regulations
Client policies,
Govt. regulations +
Automatic
Knowledge
Harvesting
Coarse-grained
English process descriptions
Coarse-grained
English process descriptions
Coarse-grained
English process descriptions
“Crowd Sourcing” +
Desktop Procedures
Executable Logic
Executable Logic
SAP code
SAP code
SAP code
Coordination by hand:
Monthly runs
Ancillary processes (new hire, …)
Coordination by machine:
Monthly runs
Ancillary processes (new hire, …)
Coordination by machine:
Monthly runs
Ancillary processes (new hire, …)

32. Backup

33. Power of a Good Model << animated slide >>
Good models go beyond description – they support action
Selecting the right model for the job matters
Example: “Game of 15”
Winner: First one to reach exactly 15 with any 3 chips 1 1 2 2 2 3 3 3 4 4 4 5 5 5 6 6 7 7 8 8 8 9 9
First model – A is and B is
– what is B’s move?
Second model –
– B’s move is 6!