This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model. There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model can then support technology, operational process management and business transformation. The principles address fundamental questions like: • What is a business process? Where does it start and stop? What are its logical components? • How can one process control structure cover both manual and automated functionality? • Where do rules fit in? • How to ensure process models align with data models? Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?

5. Process analysis, process modelling, process mapping, process design, process improvement... Operational procedure design around given system components ‘ Process’ = linking components together (procedurally or automatically or both) This is HOW not WHAT

10. Process Process Input(s) Input(s) Output(s) Familiar model

11. Process Order process Input(s) Received goods Business process Customer order

12. Process Addition process 2 3 5 Calculation process

13. Process Photosynthesis Water Carbon dioxide Sunlight Glucose Oxygen Natural process

15. Process Process 1 Input 1 Output 1

16. Process Process 1 Input 1 Output 1 Input 2 Process 2 Input 3 Output 2 Output 3 =

17. Process Process 1 Input 1 Output 1 Input 2 Process 2 Input 3 Output 2 Output 3 Input 4 Process 3 Output 4 =

18. Process Process 1 Input 1 Output 1 Input 2 Process 2 Input 3 Output 2 Output 3 Input 4 Process 3 Output 4

19. Process Input 1 Input 3 Process 4 (1+2+3) Output 4 Output 3

22. Business process Unambiguous start point Unambiguous end point At individual instance level Paradigm case: request is from a customer (external or internal) Paradigm case: outcome is for that customer Achieving the requested outcome will involve following rules ‘ Process’ is not arbitrary : starts with the request & = everything which must be done to achieve the requested outcome

24. Business process Business process Order process Input(s) Received goods Customer order

26. Subprocess Fixed pattern: sequential; parallel… Subprocess 1, subprocess 2 etc can be described in purely business terms, eg ‘authorise order’, ‘match against stock’. Subprocesses would need to happen whatever system was used, or whether a system was used at all. Boundaries often = hand-offs/breakpoints needing internal/external interaction, eg input or authorisation. Boundaries set by business not system constraints. Boundaries often correspond to bottlenecks, eg x cases awaiting authorisation . Subprocesses not arbitrary collections of actions, nor events in terms of a particular computer system: Eg not Run job C123 but Check customer’s credit rating .

32. Task Check each order against business rules But what about invalid orders?  x OK Not OK Valid orders can pass to the next subprocess

33. Task All the work of the subprocess is contained within the tasks. ‘ Subprocess’ = container for the tasks. All orders go through the automatic check task, which runs business rules Some orders (perfect ones) only need to go through the automatic task Others (imperfect ones) are routed by the automatic task to the manual task Manual task to correct the errors The manual task then routes them back to the automatic task for rechecking

34. Task Example of a more complex task structure for subprocess: Check credit rating But the principle is the same: tasks & routing derived from applying rules to possible orders

38. Transformation AS IS TO BE

42. Logical model BPM reference model = principles for developing a logical process model aligned with the logical data model = Process model + Data model To support: business analysis; system selection & design; transformation; change management; process management; ...etc