IT and BPM both are about an improvement of the quality of processes, and facilitating managerial issues. Will it be effective to couple IT with BPM? Is it obligatory to combine these two approaches in order to be successful in business process improvement? Are these two approaches interrelated? If yes, which one plays a supportive role? This article is going to provide answers to those important questions devoted to the role of the IT in BMP implementation.

1. Information Technologies as
the Base of the Business
Process Management
Implementation
Abzetdin Adamov, PhD
Computer Systems and Networks Department
Computer Systems and Networks Department
Qafqaz University
Qafqaz University
Baku, Azerbaijan
Baku, Azerbaijan

2. Contents
1. Introduction. Information Technologies in
Business
2. The Nature of the Business Process
Management
3. IT as enabler of Business Process
Reengineering
4. Business Process Simulation and Modeling
with IT
5. Business Processes Management Systems as
IT implementation of BPM

3. Drivers Forcing Changes.
Business Pressures
• Business Pressures
– Environmental
– Organizational
– Technological
• Business Response Activities
– Information Systems & Strategic Management
– Continues Improvement
– Restructuring business processes
– Customer Focus Strategy
– Electronic Business

4. IT Contributions to Digital
Economy
• E-Business: The use of electronic
technologies to transact business.
• Collaboration: People and Organizations
interact, communicate, collaborate and
search for information
• Information Exchange: Storing,
processing and transmission of
information.

5. Introduction to BPM
• Companies are being asked to do more with
less.
• How do business and IT executives manage
such a broad range of activities across the
enterprise, and between the enterprise and their
customers and partners?
• Can they really hope to bring order to complex
business processes that require the coordination
of greater amounts of people, information, and
transactions?

6. Introduction to BPM
• The first rule of any technology is that
automation applied to an efficient
operation will magnify the efficiency.
• The second is that automation applied to
an inefficient operation will magnify the
inefficiency.
Bill Gates, Microsoft Corporation
Bill Gates, Microsoft Corporation

7. Introduction to BPM cont.
cont.
“To improve is to change; to be perfect is to change often.”
“To improve is to change; to be perfect is to change often.”
Winston Churchill
Winston Churchill
• Business Process Management is the
conception, design, observation and continuous
improvement of business processes.
• Improved business performance is delivered by
streamlining to remove inefficiency and
redundancy that has evolved in a manually
designed processes.

8. The primary goals of the
BPMS
• According to Gartner Analyst Jim Sinur in 2007,
business organizations saved from 10 to 20% of
outcomes because of BPMS.
• BPM eliminates the stovepipes in an organization —
bridges the gaps among people and systems, allowing
organizations to automate.
• BPM align people and resources to achieve
organizational goals, and connect the enterprise with
customers and partners.
• Enterprises which do not incorporate BPM’s benefits, will
lose out on the agility and flexibility that is beginning to
characterize 21st-century business

9. Business Process
Requirements
General process requirements:
• Organizational model
• Control flow
• Data flow
• Use cases
• Collaboration diagrams
Particular process requirements:
• When an activity executes
• How often it will execute
• Under what conditions it will end.

10. Fundamentals of the BPM
The Business Process Management
Initiative (BPMI – www.bpmi.org) has been
established to promote and develop the
use of BPM through the use of standards
for process design, deployment, execution,
maintenance, and optimization of
processes.

11. Fundamentals of the BPM
BPMI has developed three standards to
facilitate BPM:
• Business Process Modeling Notation (BPMN),
as a standard for modeling business processes.
• Business Process Modeling Language (BPML),
as the standard business execution language.
• Business Process Query Language (BPQL), a
standard management interface for the
deployment and execution of e-Business
processes.

12. Business Process Simulation
and Modeling
A business process model typically defines
the following elements:
• The Goal or reason for the process;
• Specific inputs;
• Specific outputs;
• Resources consumed;
• Activities that are performed in some order;
• Events that drive the process.

13. The Abstraction Concept in
BPM
Meta-Metamodel
Meta-Metamodel
Instance-of Describes
Metamodel
Metamodel
Notation
Notation
Instance-of Describes
expresses
Model
Model
Instance-of Describes
Instance
Instance
Levels of abstraction – from instance to model, to metamodel, …
Levels of abstraction – from instance to model, to metamodel, …

14. BPMN – Graphical
Description of the Process
BPMN
Flow Objects
Flow Objects Artefatcs
Artefatcs Connecting
Connecting
Sequence Flow
Data
Events Object
Message Flow
Activities
Group
Association
Gatew
ays Annotation
BPMN Artfacts – categories and elements
BPMN Artfacts – categories and elements

15. BPMN Implementation
Example

16. Business Process
Improvement (Re-engineering)
(Re-engineering)
A general model of BPI involves the
following steps:
• Develop the Business Vision and Process
Objectives.
• Identify the Processes to be Improved.
• Understand and Measure the Existing
Processes.
• Identify Information Technology Levers.
• Design and Build a Prototype of the New
Process.
“BPI is the re-design of existing business operations to achieve
“BPI is the re-design of existing business operations to achieve
significant production improvement.”
significant production improvement.”

17. Business Processes and
Software Solutions
IBM WebSphere Studio – Business Integration
IBM WebSphere Studio – Business Integration

18. Business Processes and
Software Solutions
IBM WebSphere Studio – Business Integration
• J2EE environment makes services available as
Web services.
• Java components such as EJBs can be
rendered as WSDL.
• provides the basic machinery for publishing
intraenterprise business components as Web
services

19. Business Processes and
Software Solutions
Intalio BPMS Designer
Intalio BPMS Designer

20. Business Processes and
Software Solutions
Intalio BPMS Designer:
• Intalio is standards based – BPEL 2.0, BPMN,
XForms, WSDL .
• Intalio has been around almost 8 years and has
only focused on BPM. .
• Business and IT alignment – The fact that Intalio
has zero code that can be used both by
business analyst and IT personnel
• Intalio is open source
• Enterprise strength
• Support for existing platforms (Websphere,
JBoss, Sun, …).

21. Business Processes and
Software Solutions
Oracle Business Process Management
Oracle Business Process Management

22. Business Processes and
Software Solutions
Oracle Business Process Management:
• Model & Simulate
• Model & Simulate Business Requirements to Analyze your
Business Processes
• Implement & Deploy, Execute
• Generate an Outline Model of Business Requirements &
Business Process
• Use Tools to Integrate the Business Process with
Interfaces or Services of Existing Systems & Applications
• Implement Business Process; Define Business Rules
Associated with Process; and Map Data
• Monitor & Optimize
• Make Processes visible for End Users; Monitor

23. Conclusion
• It’s important to remember that IT plays supportive
role in BPM, but without IT, most BMP and BPR efforts
do not success.
• If you can't describe what you are doing as a process,
you don't know what you're doing.
• It’s important to keep in mind that this process will be
managed by people.
• Business Process Management is suppose to save
time and resources in an organization and should be
approached with that principle in mind.
• Any business process improvement project is an
attempt to answer the fundamental question of "How do
we organize our activities so that we can minimize
inputs, maximize outputs, and maximize value?"