Creating a synergy between BPM and electronic archives

ECA 2010, GENEVA, SWITZERLAND

CREATING A SYNERGY BETWEEN BPM* AND

ELECTRONIC ARCHIVES

Dr Alexander Samarin

www.samarin.biz

* BPM – Business Process Management

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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

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Creating a synergy between BPM and electronic archives

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BPM is a tool for improving enterprise business performance

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The theoryBPM as a discipline (use processes to manage an enterprise)

The toolsBPM as software:BPM suite (BPMS)

The practiceAny process-centric enterprise has some BPM, but how can we industrialise this BPM?

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

An enterprise portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio

A multitude of tools “handle” processes

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• Co-existence of many people, many rolesand many structures– functional

– organisational

– operational

– projects

– social

– etc.

BPM concerns everyone

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• 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

Systems view on BPM

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• 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

Business processes are complex relationships between artefacts

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• Business artefacts– Events– Processes– Activities– Roles– Rules– Data & documents– Audit trails– Performance indicators– Services

• Organisational and technical artefacts …

Different enterprise artefacts

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KPIs

Processes

Services

Events

Roles Data structures

Documents

Rules

Human “workflow”

Audit trails

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• Services are considered to be explicitly-defined and operationally-independent units of functionality – Formal description

– Operational independence

– Invisible implementation

Services and processes (1)

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• Processes are considered to be an explicitly-defined coordination of services to create a particular outcome– Formal description

– Coordination

Services and processes (2)

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• 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

Process anatomy (1)

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• 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)

Process anatomy (2)

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Be ready to wide spread misunderstanding

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• 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

Build RM into business processes: capturing of records (1)

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Find clientFullfil

contractProlongate

contractSign contract

Find clientFullfil

contractProlongate

contractSign contract

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• If an artefact is versionable then recording of its ID is sufficient

Build RM into business processes: capturing of records (2)

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DocumentsDataRules

Roles

Audit trails

Business process instance

Events

Particular version

Records

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• Align access rights with the work to be done

Build RM into business processes: access control (1)

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Do something

Grant necessary rights to a person who will carry out this activity to access involved business objects

Revoke previously granted rights

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• Align security with the work progress (preparation of an organisational document)

Build RM into business processes: access control (2)

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Personal version

Committee review

Management approval

Group drafting

Private Confidential Secret Top-secret Public

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• Single version Multiple versions

Build RM into business processes: managing of versions (1)

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• What to do with intermediate versions?


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Build RM into business processes: producing good documents

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PDFPDF

ArchiveImageImage

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• 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)

Build RM into business processes: Business follow-up

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• Events– New record received

– Retention period of a dossier expired

– Access to records requested

– ...

• Business objects– Records

– Dossiers

– Documents

– Calendars

An electronic enterprise archive as a BPM system (1)

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• Rules– Retention calendar

– Classifications

– Naming conventions

– Filing plan

– ...

• KPIs (consider service level agreements)– Yearly acquicition transfer from current to semi-current

archive < 2 weeks


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• 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


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• 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

Main advantages of the architectural framework for BPM

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Thank you!

Contact information:

Alexander Samarin

[email protected]

www.improving-BPM-systems.com

2010-04-2826 Creating a synergy between BPM and electronic archives

Creating a synergy between BPM and electronic archives

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