ECA 2010, GENEVA, SWITZERLAND
CREATING A SYNERGY
BETWEEN BPM* AND
ELECTRONIC ARCHIVES
* BPM – Business Process Management
Dr Alexander Samarin
www.samarin.biz
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
WWW.SAMARIN.BIZ
2010-04-28
Creating a synergy between BPM and electronic archives
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A multitude of tools “handle”
BPM is a tool for improving
enterprise
processes
business performance
A natural evolution of
The theory
BPM as a discipline
(use processes to
manage an
enterprise)
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
The practice - basis for management
decisions
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
Any process-centric enterprise has some BPM, but
how can we industrialise this BPM?
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2010-04-28
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BPM concerns everyone
• Co-existence of many
people, many roles
and many
structures
–
–
–
–
–
–
functional
organisational
operational
projects
social
etc.
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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
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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
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2010-04-28
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Different enterprise artefacts
• Business artefacts
–
–
–
–
–
–
–
–
–
Events
Processes
Activities
Roles
Rules
Data & documents
Audit trails
Performance indicators
Services
Human
“workflow”
Data
structures
Roles
Documents
Events
Rules
Processes
Services
Audit
trails
KPIs
• Organisational and technical artefacts …
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Services and processes (1)
• Services are considered to be explicitly-defined and
operationally-independent units of functionality
– Formal description
– Operational independence
– Invisible implementation
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Services and processes (2)
• Processes are considered to be an explicitly-defined
coordination of services to create a particular
outcome
– Formal description
– Coordination
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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
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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)
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Be ready to wide spread
misunderstanding
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Build RM into business processes:
capturing of records (1)
• Typical end-to-end business process
Find client
Sign contract
Fullfil
contract
Prolongate
contract
• But, the “white space” is the place where records are
emerging
Find client
Sign contract
Fullfil
contract
Prolongate
contract
• Let us make it explicit as important intermediate
events
WWW.SAMARIN.BIZ
2010-04-28
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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
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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
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2010-04-28
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Build RM into business processes:
access control (2)
• Align security with the work progress (preparation of
an organisational document)
Personal
version
Private
Group
drafting
Confidential
Committee
review
Secret
Management
approval
Top-secret
Public
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Build RM into business processes:
managing of versions (1)
• Single version
Multiple versions
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Build RM into business processes:
managing of versions (2)
• What to do with intermediate versions?
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Build RM into business processes:
managing of versions (3)
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Build RM into business processes:
producing good documents
PDF
Archive
Image
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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)
WWW.SAMARIN.BIZ
2010-04-28
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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
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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
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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
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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
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2010-04-28
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Thank you!
Contact information:
Alexander Samarin
[email protected]
www.improving-BPM-systems.com
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2010-04-28
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