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Design af (digitale) processer
Thomas Hildebrandt
Facilitator for videngruppen Digitalisering og procesorientering
Lektor ved IT Universitetet i København
VidenDanmark Akademi
Temadag 19. juni 2013
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion
Program	
  for	
  formiddag
• 9-9.30: Introduktion og præsentation af deltagere
• 9.30-10: Introduktion til processer
• 10-10.30: Introduktion til BPMN-processer
• 10.30-11: Pause - registrer dig i Signavio
• 11-12: Signavio-demo og opgave
• 12-13: Frokost
2
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Andre typer modeller
Program	
  for	
  e1ermiddag
• 13-14:Andre typer modeller:
• Offentlige, kollaborative processer: Pools
• Koreografier: Globale Interaktioner vs lokale aktioner
• Deklarative modeller: Beslutninger og Proceskrav
• 14-14.30: Pause
• 14.30-15.30: Beskriv din egen process
• 15.30-16: Opsamling og evaluering
3
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion
Præsenta5on	
  af	
  deltagere
• Navn, beskæftigelse, uddannelse, ...
• Erfaring med procesdesign
• Hvorfor deltager du ?
4
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion
Hvorfor	
  designe	
  processer?
• Dokumentere hvordan en proces udføres
• Beskrive hvordan en proces ønskes udført
• Leve op til regler og lovgivning
• Analyse, best-practice/vejledning, kravspecifikation, ...
• Forbedre, omstille, it-støtte, digitalisere, automatisere
Det stiller store krav til det “proces-sprog” vi bruger!
5
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion
Mål	
  med	
  temadagen
Deltagerne skal efter temadagen kunne:
• Forstå og bruge grundelementerne i Business Process
Model and Notation (BPMN) 2.0 standarden
• Forstå og bruge et state-of-the-art BPMN-værktøj til
at beskrive arbejdsgange og forretningsprocesser
• Forstå baggrunden for BPMN og Business Process
Management og begrænsningerne i BPMN
6
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
• låner, bibliotekar,...
• medarbejder, regnskab,
nærmeste leder, ....
• studerende,
studieadministrator, ...
• arbejdsløs,
jobcentermedarbejder,..
• Læge, patient, sygeplejerske
Hvad	
  er	
  en	
  proces	
  ?
• Udlån af bog
• Betaling af faktura
• Udbetaling af løn
• Uddannelse af person
• Arbejdsløs i arbejde
• Udført en behandling
7
En proces har et mål: Og nogle aktører:
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Ak5viteter	
  og	
  hændelser
og en række aktiviteter og hændelser, der fører
processen fra start til mål:
• Eksempler på starthændelser/aktiviteter:
Forespørgsel om bog,
modtagelse af faktura,
ansættelse i job,
ansøgning om uddannelse,
henvendelse hos jobcenter,
henvendelse hos læge, ...
8
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Data	
  og	
  beslutninger
• Der bliver som regel indsamlet og bearbejdet data/
artefakter undervejs i en proces, som f.eks.
udlånsstatus, fakturabeløb, udgiftshaver,
eksamensresultater, recept, ...
• Data og artefakter bliver brugt til at
- beregne/fremstille (del)-resultater
- tage beslutninger og vælge mellem alternative
hændelsesforløb
9
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Så,	
  en	
  proces	
  har...
• Et mål ( en sluthændelse)
• En (eller flere) starthændelser og mellemliggende
aktiviteter/hændelser, der fører frem til målet
• Aktører (roller) der udfører aktiviteterne
• Data/artefakter der indsamles, udveksles og
bearbejdes
• Beslutninger og valg mellem alternative forløb
10
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Hvordan	
  beskrives	
  den	
  så?
• Processen skal kunne bruges til forskellige formål og
af forskellige aktører:
• Medarbejder, patient, borger, ...
• IT-systemer
• Jurister og revisore
• Den skal kunne verificeres og holdes ved lige -
ændres når verden ændrer sig..
11
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion
Ikke	
  nogen	
  ny	
  idé	
  ....
• Aristoteles (384 f.kr.) - Algoritmik (år 700-800)
• Logik og matematik 1920 -
• Hjerneforskning, automat-teori, datalogi, temporal
logik (igen) 1940 -
• “Office automation” 1970 -
• Computer Supported Cooperative Work 1980-
• Unified Modeling Language (UML) 1990-
• Workflow & Business Process Management 1990 -
12
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Informa5on	
  Control	
  Net
13
zc
:=
Computer Science and
Office Information Systems
By Clarence A. Ellis and Gary J. Nutt
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Informa5on	
  Control	
  Net
13
zc
:=
Computer Science and
Office Information Systems
By Clarence A. Ellis and Gary J. Nutt
ORDERPROCESSING
LogRequest
TypeOrder
SendOrder
ReceiveOrder
BrocessII
J
I
I
•
:1.1
Customer
Request
Arrival
lL
-""/
I
I
r
•r
J/.I
I
A/I
"
Order
Form
'"I
+0I,Custamer
JjFile
I
IIBillingFile
I
I
I
J
I
J
I
I
I
I
I
I
I
/
I,
lOut"
1:;;1tJ.lOut.I
tForm'--------/--""
',----..._------_.._-..,.-'
F.igure2
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Informa5on	
  Control	
  Net
13
zc
:=
Computer Science and
Office Information Systems
By Clarence A. Ellis and Gary J. Nutt
ORDERPROCESSING
LogRequest
TypeOrder
SendOrder
ReceiveOrder
BrocessII
J
I
I
•
:1.1
Customer
Request
Arrival
lL
-""/
I
I
r
•r
J/.I
I
A/I
"
Order
Form
'"I
+0I,Custamer
JjFile
I
IIBillingFile
I
I
I
J
I
J
I
I
I
I
I
I
I
/
I,
lOut"
1:;;1tJ.lOut.I
tForm'--------/--""
',----..._------_.._-..,.-'
F.igure2
By considering the specification language, the internal representation, and the design of a prototype
system using one unified model, Zisman has been able to study the office as a system rather than
simply as a collection of isolated tasks and pieces of equipment. Although Zisman suggests the
language and the model need refinement, his basic notions will probably have great impact on the
office of the future.
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Business	
  Process	
  Model	
  and	
  Nota2on	
  (BPMN)
14
OMG,	
  January	
  2011
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Process-­‐Aware	
  Informa2on	
  Systems
offer
workenactment
service
management
tools
design tools
run-time data
process
data
organizational
data
perform
work worker
management
designerhistorical
data
case
dataapplications
Figure 9: The architecture of a PAIS.
simple workflow process. Work is offered through so-called work queues.
worker can have multiple work queues and one work queue can be shared
15
8 Conclusion
Process-aware information systems (PAISs) follow a characteristic lif
ure 13 shows the four phases of such a life-cycle [7]. In the desig
processes are (re)designed. In the configuration phase, designs are i
by configuring a PAIS (e.g., a WFMS). After configuration, the enac
starts where the operational business processes are executed using the
figured. In the diagnosis phase, the operational processes are analyze
problems and to find things that can be improved. The focus of tradi
flow management (systems) is on the lower half of the life-cycle. As
is little support for the diagnosis phase. Moreover, support in the de
limited to providing an editor while analysis and real design support
Figure 13: PAIS life-cycle.
In this article, we showed that PAISs support operational busine
by combining advances in information technology with recent insigh
agement science. We started by reviewing the history of such syste
focused on process design. From the many diagramming techniques a
chose one particular technique (Petri nets) to show the basics. We also
the relevance of process analysis, e.g., by pointing out that 20 percen
than 600 process models in the SAP reference model are flawed [2
26
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
BPMS	
  &	
  Service-­‐Orienteret	
  Arkitektur
COBOL
PL1
.NET
SAP
Java
service
Enterprise Service Bus (ESB)
service service
Risk Department Credit Department Customer Department
Task
Sub
Process
Sub
Process
16
offer
workenactment
service
management
tools
design tools
run-time data
process
data
organizational
data
perform
work worker
management
designerhistorical
data
case
dataapplications
Figure 9: The architecture of a PAIS.
simple workflow process. Work is offered through so-called work queues.
worker can have multiple work queues and one work queue can be shared
ng multiple workers. The window in the middle shows the set of available
queues (left) and the content of one of these work queues (right). The bottom
ow shows an audit trail of a case. The three windows show only some of the
bilities offered by contemporary workflow management systems. It is fairly
ghtforward to map these windows onto the architecture. In other processes-
e information systems such as for example enterprise resource planning sys-
, one will find the architecture shown in Figure 9 embedded in a larger archi-Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
BPM	
  og	
  SOA
17
Steen Brahe, Industrial PhD, Danske Bank & IT University of Copenhagen
“BPM on Top of SOA: Experiences from the Financial Industry”, BPM 2007
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
Ski1ende	
  standarder...
18
CMMN
1.0 - Beta 1
2013
http://www.omg.org/spec/CMMN/
http://www.omg.org/spec/BPMN/
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Introduktion til processer
BPMN	
  processer
19
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Proces-­‐elementer	
  i	
  BPMN
• En eller flere sluthændelser
• En eller flere starthændelser
• Mellemliggende aktiviteter/hændelser
• Aktører (roller)
• Data/artefakter
• Beslutninger og
• Valg mellem alternative forløb
20
10 Process
Note . The content of this chapter is REQUIRED for BPMN Process Modeling Co
Conformance. However, this chapter is NOT REQUIRED for BPMN Process Chor
Process Execution Conformance, or BPMN BPEL Process Execution Conforman
conformance types, see page 2.
A Process describes a sequence or flow of Activities in an organization with th
BPMN a Process is depicted as a graph of Flow Elements, which are a set of A
Sequence Flows that define finite execution semantics (see Figure 10.1). Proce
enterprise-wide Processes to Processes performed by a single person. Low-le
together to achieve a common business goal.
10 Process
Note . The content of this chapter is REQUIRED for BPMN Process Modeling C
Conformance. However, this chapter is NOT REQUIRED for BPMN Process Cho
Process Execution Conformance, or BPMN BPEL Process Execution Conforma
conformance types, see page 2.
A Process describes a sequence or flow of Activities in an organization with t
BPMN a Process is depicted as a graph of Flow Elements, which are a set of A
Sequence Flows that define finite execution semantics (see Figure 10.1). Proc
enterprise-wide Processes to Processes performed by a single person. Low-l
together to achieve a common business goal.
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Private	
  BPMN	
  processer
21
Business Process Model and Notation, v2.0 23
Private (Internal) Business Processes
Private Business Processes are those internal to a specific organization. These Processes have been generally
called workflow or BPM Processes (see Figure 10.4). Another synonym typically used in the Web services area is the
Orchestration of services. There are two (2) types of private Processes: executable and non-executable. An executable
Process is a Process that has been modeled for the purpose of being executed according to the semantics defined in
Chapter 14. Of course, during the development cycle of the Process, there will be stages where the Process does not
have enough detail to be Pexecutable.Q A non-executable Process is a private Process that has been modeled for the
purpose of documenting Process behavior at a modeler-defined level of detail. Thus, information needed for execution,
such as formal condition Expressions are typically not included in a non-executable Process.
If a swimlanes-like notation is used (e.g., a Collaboration, see below) then a private Business Process will be
contained within a single Pool. The Process flow is therefore contained within the Pool and cannot cross the
boundaries of the Pool. The flow of Messages can cross the Pool boundary to show the interactions that exist between
separate private Business Processes.
Figure 7.1 - Example of a private Business Process
Public Processes
A public Process represents the interactions between a private Business Process and another Process or
Participant (see Figure 7.2). Only those Activities that are used to communicate to the other Participant(s) are included
in the public Process. All other PinternalQ Activities of the private Business Process are not shown in the public
Process. Thus, the public Process shows to the outside world the Message Flows and the order of those Message
Flows that are needed to interact with that Process. Public Processes can be modeled separately or within a
Collaboration to show the flow of Messages between the public Process Activities and other Participants. Note
that the public type of Process was named PabstractQ in BPMN 1.2.
Determine
Premium of
Policy
Determine
Order is
Complete
Check
Record of
Applicant
Approve
or Reject
Policy
Notify
Applicant of
Approval or
Rejection
Bruger, service og besked-aktiviteter
(angiver ikke processer som beskeder sendes til og modtages fra)
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Private	
  BPMN	
  processer
21
Business Process Model and Notation, v2.0 23
Private (Internal) Business Processes
Private Business Processes are those internal to a specific organization. These Processes have been generally
called workflow or BPM Processes (see Figure 10.4). Another synonym typically used in the Web services area is the
Orchestration of services. There are two (2) types of private Processes: executable and non-executable. An executable
Process is a Process that has been modeled for the purpose of being executed according to the semantics defined in
Chapter 14. Of course, during the development cycle of the Process, there will be stages where the Process does not
have enough detail to be Pexecutable.Q A non-executable Process is a private Process that has been modeled for the
purpose of documenting Process behavior at a modeler-defined level of detail. Thus, information needed for execution,
such as formal condition Expressions are typically not included in a non-executable Process.
If a swimlanes-like notation is used (e.g., a Collaboration, see below) then a private Business Process will be
contained within a single Pool. The Process flow is therefore contained within the Pool and cannot cross the
boundaries of the Pool. The flow of Messages can cross the Pool boundary to show the interactions that exist between
separate private Business Processes.
Figure 7.1 - Example of a private Business Process
Public Processes
A public Process represents the interactions between a private Business Process and another Process or
Participant (see Figure 7.2). Only those Activities that are used to communicate to the other Participant(s) are included
in the public Process. All other PinternalQ Activities of the private Business Process are not shown in the public
Process. Thus, the public Process shows to the outside world the Message Flows and the order of those Message
Flows that are needed to interact with that Process. Public Processes can be modeled separately or within a
Collaboration to show the flow of Messages between the public Process Activities and other Participants. Note
that the public type of Process was named PabstractQ in BPMN 1.2.
Determine
Premium of
Policy
Determine
Order is
Complete
Check
Record of
Applicant
Approve
or Reject
Policy
Notify
Applicant of
Approval or
Rejection
Bruger, service og besked-aktiviteter
start
(angiver ikke processer som beskeder sendes til og modtages fra)
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Private	
  BPMN	
  processer
21
Business Process Model and Notation, v2.0 23
Private (Internal) Business Processes
Private Business Processes are those internal to a specific organization. These Processes have been generally
called workflow or BPM Processes (see Figure 10.4). Another synonym typically used in the Web services area is the
Orchestration of services. There are two (2) types of private Processes: executable and non-executable. An executable
Process is a Process that has been modeled for the purpose of being executed according to the semantics defined in
Chapter 14. Of course, during the development cycle of the Process, there will be stages where the Process does not
have enough detail to be Pexecutable.Q A non-executable Process is a private Process that has been modeled for the
purpose of documenting Process behavior at a modeler-defined level of detail. Thus, information needed for execution,
such as formal condition Expressions are typically not included in a non-executable Process.
If a swimlanes-like notation is used (e.g., a Collaboration, see below) then a private Business Process will be
contained within a single Pool. The Process flow is therefore contained within the Pool and cannot cross the
boundaries of the Pool. The flow of Messages can cross the Pool boundary to show the interactions that exist between
separate private Business Processes.
Figure 7.1 - Example of a private Business Process
Public Processes
A public Process represents the interactions between a private Business Process and another Process or
Participant (see Figure 7.2). Only those Activities that are used to communicate to the other Participant(s) are included
in the public Process. All other PinternalQ Activities of the private Business Process are not shown in the public
Process. Thus, the public Process shows to the outside world the Message Flows and the order of those Message
Flows that are needed to interact with that Process. Public Processes can be modeled separately or within a
Collaboration to show the flow of Messages between the public Process Activities and other Participants. Note
that the public type of Process was named PabstractQ in BPMN 1.2.
Determine
Premium of
Policy
Determine
Order is
Complete
Check
Record of
Applicant
Approve
or Reject
Policy
Notify
Applicant of
Approval or
Rejection
Bruger, service og besked-aktiviteter
start
slut
(angiver ikke processer som beskeder sendes til og modtages fra)
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Hændelser	
  og	
  forgreninger
22
10 Process
Note . The content of this chapter is REQUIRED for BPMN Process Modeling Conformance or for BPMN Complete
Conformance. However, this chapter is NOT REQUIRED for BPMN Process Choreography Conformance, BPMN
Process Execution Conformance, or BPMN BPEL Process Execution Conformance. For more information about BPMN
conformance types, see page 2.
A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In
BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and
Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from
enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped
together to achieve a common business goal.
Figure 10.1 - An Example of a Process
Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and
Choreography when modeling the interaction between Processes.
The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways,
and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within
Definitions.
start slut
hændelser (events)
beslutnings-
(service)aktivitet
forgreninger (gateways)
Sekvens-flow
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Data-­‐baserede	
  valg
23
A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In
BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and
Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from
enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped
together to achieve a common business goal.
Figure 10.1 - An Example of a Process
Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and
Choreography when modeling the interaction between Processes.
The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways,
and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within
Definitions.
Kaldes også et internt
eller ekslusivt valg.
Obs: Skal altid være
mindst een vej at gå.
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Data-­‐baserede	
  valg
23
A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In
BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and
Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from
enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped
together to achieve a common business goal.
Figure 10.1 - An Example of a Process
Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and
Choreography when modeling the interaction between Processes.
The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways,
and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within
Definitions.
Kaldes også et internt
eller ekslusivt valg.
Obs: Skal altid være
mindst een vej at gå.
beslutning
baseret på data
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Data-­‐baserede	
  valg
23
A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In
BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and
Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from
enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped
together to achieve a common business goal.
Figure 10.1 - An Example of a Process
Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and
Choreography when modeling the interaction between Processes.
The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways,
and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within
Definitions.
Kaldes også et internt
eller ekslusivt valg.
Obs: Skal altid være
mindst een vej at gå.
data-based exclusive (XOR) gateway
X
beslutning
baseret på data
Wednesday, June 19, 13
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BPMN 2.0 Processer
fletningforgrening/valg
Data-­‐baserede	
  valg
23
A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In
BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and
Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from
enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped
together to achieve a common business goal.
Figure 10.1 - An Example of a Process
Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and
Choreography when modeling the interaction between Processes.
The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways,
and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within
Definitions.
Kaldes også et internt
eller ekslusivt valg.
Obs: Skal altid være
mindst een vej at gå.
data-based exclusive (XOR) gateway
X
beslutning
baseret på data
Wednesday, June 19, 13
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BPMN 2.0 Processer
Hændelses-­‐baserede	
  valg
24
N Process Modeling Conformance or for BPMN Complete
or BPMN Process Choreography Conformance, BPMN
s Execution Conformance. For more information about BPMN
an organization with the objective of carrying out work. In
s, which are a set of Activities, Events, Gateways, and
ee Figure 10.1). Processes can be defined at any level from
a single person. Low-level Processes can be grouped
an a set of flow elements. It uses the terms Collaboration and
rocesses.
modeling the flow of Activities, Events, and Gateways,
10.2). When a Process is defined it is contained within
Første hændelse (event) afgør valget af vej.
event-based gateway
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BPMN 2.0 Processer
Hændelses-­‐baserede	
  valg
24
N Process Modeling Conformance or for BPMN Complete
or BPMN Process Choreography Conformance, BPMN
s Execution Conformance. For more information about BPMN
an organization with the objective of carrying out work. In
s, which are a set of Activities, Events, Gateways, and
ee Figure 10.1). Processes can be defined at any level from
a single person. Low-level Processes can be grouped
an a set of flow elements. It uses the terms Collaboration and
rocesses.
modeling the flow of Activities, Events, and Gateways,
10.2). When a Process is defined it is contained within
Første hændelse (event) afgør valget af vej.
event-based gateway
This Decision represents a branching point
where Alternatives are based on an Event
that occurs at that point in the Process (see
page 305) or Choreography (see page 360).
The specific Event, usually the receipt of a
Message, determines which of the paths will
be taken. Other types of Events can be used,
such as Timer. Only one of the Alternatives
will be chosen.
There are two options for receiving Mes-
sages:
M Tasks of Type Receive can be used
(see figure top-right).
M Intermediate Events of Type Message
can be used (see figure bottom-right).
This Decision represents a branching point
where Alternatives are based on conditional
Expressions contained within the outgo-
ded Modeling Elements
Condition 1
alternativ
notation:
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Hændelses-­‐baserede	
  valg
24
N Process Modeling Conformance or for BPMN Complete
or BPMN Process Choreography Conformance, BPMN
s Execution Conformance. For more information about BPMN
an organization with the objective of carrying out work. In
s, which are a set of Activities, Events, Gateways, and
ee Figure 10.1). Processes can be defined at any level from
a single person. Low-level Processes can be grouped
an a set of flow elements. It uses the terms Collaboration and
rocesses.
modeling the flow of Activities, Events, and Gateways,
10.2). When a Process is defined it is contained within
Første hændelse (event) afgør valget af vej.
event-based gateway
This Decision represents a branching point
where Alternatives are based on an Event
that occurs at that point in the Process (see
page 305) or Choreography (see page 360).
The specific Event, usually the receipt of a
Message, determines which of the paths will
be taken. Other types of Events can be used,
such as Timer. Only one of the Alternatives
will be chosen.
There are two options for receiving Mes-
sages:
M Tasks of Type Receive can be used
(see figure top-right).
M Intermediate Events of Type Message
can be used (see figure bottom-right).
This Decision represents a branching point
where Alternatives are based on conditional
Expressions contained within the outgo-
ded Modeling Elements
Condition 1
alternativ
notation:
Brugt som start-
hændelser:
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  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
Hændelses-­‐baserede	
  valg
24
N Process Modeling Conformance or for BPMN Complete
or BPMN Process Choreography Conformance, BPMN
s Execution Conformance. For more information about BPMN
an organization with the objective of carrying out work. In
s, which are a set of Activities, Events, Gateways, and
ee Figure 10.1). Processes can be defined at any level from
a single person. Low-level Processes can be grouped
an a set of flow elements. It uses the terms Collaboration and
rocesses.
modeling the flow of Activities, Events, and Gateways,
10.2). When a Process is defined it is contained within
Første hændelse (event) afgør valget af vej.
event-based gateway
10 Process
Note . The content of this chapter is REQUIRED for BPMN Process Modeling Conformance or for BPMN Complete
Conformance. However, this chapter is NOT REQUIRED for BPMN Process Choreography Conformance, BPMN
Process Execution Conformance, or BPMN BPEL Process Execution Conformance. For more information about BPMN
conformance types, see page 2.
A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In
BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and
Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from
enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped
together to achieve a common business goal.
Gateway overflødig, hvis vi
kun venter på een hændelse:
This Decision represents a branching point
where Alternatives are based on an Event
that occurs at that point in the Process (see
page 305) or Choreography (see page 360).
The specific Event, usually the receipt of a
Message, determines which of the paths will
be taken. Other types of Events can be used,
such as Timer. Only one of the Alternatives
will be chosen.
There are two options for receiving Mes-
sages:
M Tasks of Type Receive can be used
(see figure top-right).
M Intermediate Events of Type Message
can be used (see figure bottom-right).
This Decision represents a branching point
where Alternatives are based on conditional
Expressions contained within the outgo-
ded Modeling Elements
Condition 1
alternativ
notation:
Brugt som start-
hændelser:
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BPMN 2.0 Processer
Parallelle	
  forløb
25
Parallel gateway (eller AND Split)
AND Join
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BPMN 2.0 Processer
Parallelle	
  forløb	
  II
26
inklusivt valg (inclusive choice)
inklusiv fletning/forening
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BPMN 2.0 Processer
Parallelle	
  forløb	
  II
26
inklusivt valg (inclusive choice)
inklusiv fletning/forening
OBS: Kan ikke se “lokalt” hvor mange forløb der ventes på
Wednesday, June 19, 13
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Eksempel:	
  Bankkonto
27
EXERCISE! UNDERSTAND!BPMN!MODELS!
TRAVEL!BOOKING!
A!given!model!describes!steps!to!open!a!bank!account.!
!
QUESTIONS!
1.Vil “Verify Customer ID”
altid forekomme efter
“Record Customer Info”?
2. Hvilke aktiviteter vil altid
blive udført ?
!published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!!
http://creativecommons.org/licenses/by:nc:sa/3.0/!
happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re:
peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.!
The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward!
creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex:
pert.!
Visualize!this!business!process!using!BPMN.!
!
!
!!
!
!
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Eksempel:	
  Bankkonto
27
EXERCISE! UNDERSTAND!BPMN!MODELS!
TRAVEL!BOOKING!
A!given!model!describes!steps!to!open!a!bank!account.!
!
QUESTIONS!
1.Vil “Verify Customer ID”
altid forekomme efter
“Record Customer Info”?
2. Hvilke aktiviteter vil altid
blive udført ?
!published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!!
http://creativecommons.org/licenses/by:nc:sa/3.0/!
happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re:
peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.!
The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward!
creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex:
pert.!
Visualize!this!business!process!using!BPMN.!
!
!
!!
!
!
Fleksibilitet ved valg på designtidspunkt
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  AkademiThomas.Hildebrandt@gmail.com
BPMN 2.0 Processer
• Data-baseret (ekslusivt) valg:
• Hændelses-baseret valg:
• Parallelt forløb (And-split):
• Inklusivt valg:
Opsumering:	
  Gateways
28
Vi har set følgende gateways (forgreninger):
Event-Based This Decision represents a branching point
where Alternatives are based on an Event
that occurs at that point in the Process (see
page 305) or Choreography (see page 360).
The specific Event, usually the receipt of a
Message, determines which of the paths will
be taken. Other types of Events can be used,
such as Timer. Only one of the Alternatives
will be chosen.
There are two options for receiving Mes-
sages:
M Tasks of Type Receive can be used
(see figure top-right).
M Intermediate Events of Type Message
can be used (see figure bottom-right).
Inclusive This Decision represents a branching point
where Alternatives are based on conditional
Expressions contained within the outgo-
ing Sequence Flows (see page 300).
In some sense it is a grouping of related inde-
pendent Binary (Yes/No) Decisions. Since
each path is independent, all combinations of
the paths MAY be taken, from zero to all.
However, it should be designed so that at
least one path is taken. A Default Condition
could be used to ensure that at least one path
is taken.
Table 7.2 - BPMN Extended Modeling Elements
Condition 1
Condition 2
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Hyppige	
  designmønstre
• Proces starter med modtagelse af besked:
• Beslutningsaktivitet umidelbart før data-baseret valg:
• Time-out i hændelsesbaseret valg:
• Betingede hændelser:
29
Wednesday, June 19, 13
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Aktører	
  via	
  svømmebaner
30
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Aktører	
  og	
  forgreninger
31
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Tid	
  5l	
  en	
  pause	
  !
32
• Registrer jer til 30 dages gratis prøve på
Signavio BPMN designer
https://editor.signavio.com/p/register
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Signavio	
  Process	
  Editor
33
Wednesday, June 19, 13
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BPMN 2.0 Processer
Opgave	
  i	
  Signavio	
  (25	
  min)
• Lav et (privat) proces-diagram for følgende proces:
• Prøv først at identificére mål, aktører, hændelser,
aktiviteter, valg
• Prøv dernæst quick-model, editor og simulator
34
“Når en  faktura modtages skal den scannes, hvis den ikke er elektronisk. Derefter skal den
elektroniske kopi gemmes. Derefter tastes data for fakturaen ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
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Tid	
  5l	
  frokost!
35
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
Program	
  for	
  e1ermiddag
• 13-14:Andre typer modeller:
• Offentlige, kollaborative processer: Pools
• Koreografier: Globale Interaktioner vs lokale aktioner
• Deklarative modeller: Beslutninger og Proceskrav
• 14-14.30: Pause
• 14.30-15.30: Beskriv din egen process
• 15.30-16: Opsamling og evaluering
36
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
Andre typer modeller
Pools:	
  Offentlige	
  processer
37
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
Andre typer modeller
Eksempel:	
  Rejsebes5lling
38
TRAVEL!BOOKING!
A!given!model!describes!necessary!steps!for!travel!booking!where!a!traveler!interacts!with!a!trave
!
!
!published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!!
http://creativecommons.org/licenses/by:nc:sa/3.0/!
happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re:
peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.!
The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward!
creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex:
pert.!
Visualize!this!business!process!using!BPMN.!
!
!
!!
!
!
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Andre typer modeller
Eksempel:	
  Rejsebes5lling
38
TRAVEL!BOOKING!
A!given!model!describes!necessary!steps!for!travel!booking!where!a!traveler!interacts!with!a!trave
!
!
!published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!!
http://creativecommons.org/licenses/by:nc:sa/3.0/!
happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re:
peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.!
The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward!
creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex:
pert.!
Visualize!this!business!process!using!BPMN.!
!
!
!!
!
!
Request-reply
pattern
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
Andre typer modeller
Eksempel:	
  Rejsebes5lling
38
TRAVEL!BOOKING!
A!given!model!describes!necessary!steps!for!travel!booking!where!a!traveler!interacts!with!a!trave
!
!
!published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!!
http://creativecommons.org/licenses/by:nc:sa/3.0/!
happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re:
peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.!
The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward!
creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex:
pert.!
Visualize!this!business!process!using!BPMN.!
!
!
!!
!
!
Request-reply
pattern multiple-requests pattern
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Andre typer modeller
Example:	
  Salgsproces
39
SALES!PROCESS!
A!given!model!describes!quote!creation!(sales!representative)!and!approval!(sales!executive)!as
automated!order!processing!for!a!customer.!!
!
!
QUESTIONS!
!published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!!
http://creativecommons.org/licenses/by:nc:sa/3.0/!
happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re:
peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.!
The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward!
creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex:
pert.!
Visualize!this!business!process!using!BPMN.!
!
!
!!
!
!
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Andre typer modeller
Koreografier
40
Business Process Model and Notation, v2.0 25
Figure 7.3 - An example of a Collaborative Process
Choreographies
A self-contained Choreography (no Pools or Orchestration) is a definition of the expected behavior, basically a
procedural contract, between interacting Participants. While a normal Process exists within a Pool, a Choreography
exists between Pools (or Participants).
The Choreography looks similar to a private Business Process since it consists of a network of Activities,
Events, and Gateways (see Figure 7.4). However, a Choreography is different in that the Activities are interactions
that represent a set (1 or more) of Message exchanges, which involves two (2) or more Participants. In addition, unlike
a normal Process, there is no central controller, responsible entity or observer of the Process.
Figure 7.4 - An example of a Choreography
Doctor
Request
Patient
Dr. Office
Handle
Symptoms
Patient
Dr. Office
Handle
Prescription
Patient
Dr. Office
Handle
Medicine
Patient
Dr. Office
I want to see
the Doctor
Go see the
Doctor
I feel sick
I need my
medicine
Here is your
medicine
Pickup your
medicine, then
leave
Hver aktivitet er en interaktion mellem to eller flere aktøre
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Andre typer modeller
Proces	
  vs	
  Koreografi
41
Figure 7.3 - An example of a Collaborative Process
Choreographies
A self-contained Choreography (no Pools or Orchestration) is a definition of the expected behavior, basically a
procedural contract, between interacting Participants. While a normal Process exists within a Pool, a Choreography
exists between Pools (or Participants).
The Choreography looks similar to a private Business Process since it consists of a network of Activities,
Events, and Gateways (see Figure 7.4). However, a Choreography is different in that the Activities are interactions
that represent a set (1 or more) of Message exchanges, which involves two (2) or more Participants. In addition, unlike
a normal Process, there is no central controller, responsible entity or observer of the Process.
Send Doctor
Request
I want to
see doctor
Illness
Occurs
Send Appt.
Receive
Appt.
Go see doctor
Send
Symptoms
Receive
Symptoms
I feel sick
Receive
Prescription
Pickup
Pickup your medicine
and you can leave
Send
Medicine
Request
Receive
Medicine
Request
I need my medicine
Receive
Medicine
Here is your medicine
Receive
Doctor
Request
Send
Medicine
Send
Prescription
Pickup
Patient
Receptionist/
Doctor
Doctor
Request
Patient
Dr. Office
Handle
Symptoms
Patient
Dr. Office
Handle
Prescription
Patient
Dr. Office
Handle
Medicine
Patient
Dr. Office
I want to see
the Doctor
Go see the
I feel sick
I need my
medicine
Here is your
Pickup your
medicine, then
a Choreography does not exist in a single Pool—it is not the purview of a single Participant. Each step in the
Choreography involves two or more Participants (these steps are called Choreography Activities—see below).
This means that the Choreography, in BPMN terms, is defined outside of any particular Pool.
The key question that needs to be continually asked during the development of a Choreography is “what information
do the Participants in the Choreography have?” Basically, each Participant can only understand the status of the
Choreography through observable behavior of the other Participants–which are the Messages that have been sent and
received. If there are only two Participants in the Choreography, then it is very simple—both Participants will be
aware of who is responsible for sending the next Message. However, if there are more than two Participants, then the
modeler needs to be careful to sequence the Choreography Activities in such a way that the Participants know when
they are responsible for initiating the interactions.
Figure 11.2 presents a sample Choreography. The details of Choreography behavior and elements will be described
in the sections below.
Figure 11.2 - An example of a Choreography
To illustrate the correspondence between Collaboration and Choreography, consider an example from logistics.
Figure 11.3 shows a Collaboration where the Pools are expanded to reveal orchestration details per participant (for
Doctor
Request
Patient
Dr. Office
Handle
Symptoms
Patient
Dr. Office
Handle
Prescription
Patient
Dr. Office
Handle
Medicine
Patient
Dr. Office
I want to see
the Doctor
Go see the
Doctor
I feel sick
I need my
medicine
Here is your
medicine
Pickup your
medicine, then
leave
Message
The unshaded Participant is
the initiator of the Activity
The bands display the names of the
Participants (Roles/Entities)
Additional Participants can be added on
additional bands (for Sub-Processes)
The Message is shaded, so it
is not the initiating Message
Message
Exchange
Pattern
Wednesday, June 19, 13
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BPMNs	
  begræsninger
42
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMNs	
  begræsninger
42
“Good standards for business process
modelling are still missing and even today’s
WFMSs are too rigid”
Process-Aware Information Systems:
Design, Enactment, and Analysis
Wil M.P. van der Aalst
Department of Mathematics and Computer Science, Eindhoven Universit
nology, P.O. Box 513, NL-5600 MB Eindhoven, w.m.p.v.d.aalst@tue.nl
Abstract. Process-aware information systems support operational busi
cesses by combining advances in information technology with recent
from management science. Workflow management systems are typical
of such systems. However, many other types of information systems
“process aware” even if their processes are hard-coded or only used i
(e.g., ERP systems). The shift from data orientation to process orientatio
creased the importance process-aware information systems. Moreover,
analysis techniques ranging from simulation and verification to proces
and activity monitoring allow for systems that support process improv
various ways. This article provides an overview of process-aware inf
systems and also relates these to business process management, workfl
agement, process analysis techniques, and process flexibility.
Keywords: Process-Aware Information Systems, Workflow Manageme
ness Process Management, Petri Nets, Process Mining, Process Verificat
ulation
1 Introduction
Information technology has changed business processes within and betwe
prises. More and more work processes are being conducted under the su
of information systems that are driven by process models. Examples a
flow management systems such as FileNet P8, Staffware, WebSphere,
and YAWL and Enterprise Resource Planning (ERP) systems such as
Oracle. Moreover, many domain specific systems have components d
(process) models. It is hard to imagine enterprise information system
unaware of the processes taking place. Although the topic of busines
management using information technology has been addressed by co
1
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMNs	
  begræsninger
42
“Good standards for business process
modelling are still missing and even today’s
WFMSs are too rigid”
Process-Aware Information Systems:
Design, Enactment, and Analysis
Wil M.P. van der Aalst
Department of Mathematics and Computer Science, Eindhoven Universit
nology, P.O. Box 513, NL-5600 MB Eindhoven, w.m.p.v.d.aalst@tue.nl
Abstract. Process-aware information systems support operational busi
cesses by combining advances in information technology with recent
from management science. Workflow management systems are typical
of such systems. However, many other types of information systems
“process aware” even if their processes are hard-coded or only used i
(e.g., ERP systems). The shift from data orientation to process orientatio
creased the importance process-aware information systems. Moreover,
analysis techniques ranging from simulation and verification to proces
and activity monitoring allow for systems that support process improv
various ways. This article provides an overview of process-aware inf
systems and also relates these to business process management, workfl
agement, process analysis techniques, and process flexibility.
Keywords: Process-Aware Information Systems, Workflow Manageme
ness Process Management, Petri Nets, Process Mining, Process Verificat
ulation
1 Introduction
Information technology has changed business processes within and betwe
prises. More and more work processes are being conducted under the su
of information systems that are driven by process models. Examples a
flow management systems such as FileNet P8, Staffware, WebSphere,
and YAWL and Enterprise Resource Planning (ERP) systems such as
Oracle. Moreover, many domain specific systems have components d
(process) models. It is hard to imagine enterprise information system
unaware of the processes taking place. Although the topic of busines
management using information technology has been addressed by co
1
by Skip Ellis it is important to learn from these ups and downs. The failures in
the eighties can be explained by both technical and conceptual problems. In the
eighties networks were slow or not present at all, there were no suitable graphical
interfaces, and proper development software was missing. However, there were
also more fundamental problems: a unified way of modeling processes was miss-
ing and the systems were too rigid to be used by people in the workplace. Most of
the technical problems have been resolved by now. However, the more conceptual
problems remain. Good standards for business process modeling are still missing
and even today’s WFMSs are too rigid.
One of the great challenges of PAISs is to offer both support and flexibility.
Today’s systems typically are too rigid, thus forcing people to work around the
system. One of the problems is that software developers and computer scientists
are typically inspired by processes inside a computer system rather than processes
outside a computer. As a result, these engineers think in terms of control systems
rather than support systems. This explains that few of the existing WFMSs allow
for the so-called implicit choice, i.e., a choice resolved by the environment rather
than the system.
To summarize we would like to state that, although the relevance of PAISs is
undisputed, many fundamental problems remain to be solved. In the remainder of
this article, we will try to shed light on some of these problems.
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
BPMNs	
  begræsninger
42
“Good standards for business process
modelling are still missing and even today’s
WFMSs are too rigid”
Process-Aware Information Systems:
Design, Enactment, and Analysis
Wil M.P. van der Aalst
Department of Mathematics and Computer Science, Eindhoven Universit
nology, P.O. Box 513, NL-5600 MB Eindhoven, w.m.p.v.d.aalst@tue.nl
Abstract. Process-aware information systems support operational busi
cesses by combining advances in information technology with recent
from management science. Workflow management systems are typical
of such systems. However, many other types of information systems
“process aware” even if their processes are hard-coded or only used i
(e.g., ERP systems). The shift from data orientation to process orientatio
creased the importance process-aware information systems. Moreover,
analysis techniques ranging from simulation and verification to proces
and activity monitoring allow for systems that support process improv
various ways. This article provides an overview of process-aware inf
systems and also relates these to business process management, workfl
agement, process analysis techniques, and process flexibility.
Keywords: Process-Aware Information Systems, Workflow Manageme
ness Process Management, Petri Nets, Process Mining, Process Verificat
ulation
1 Introduction
Information technology has changed business processes within and betwe
prises. More and more work processes are being conducted under the su
of information systems that are driven by process models. Examples a
flow management systems such as FileNet P8, Staffware, WebSphere,
and YAWL and Enterprise Resource Planning (ERP) systems such as
Oracle. Moreover, many domain specific systems have components d
(process) models. It is hard to imagine enterprise information system
unaware of the processes taking place. Although the topic of busines
management using information technology has been addressed by co
1
by Skip Ellis it is important to learn from these ups and downs. The failures in
the eighties can be explained by both technical and conceptual problems. In the
eighties networks were slow or not present at all, there were no suitable graphical
interfaces, and proper development software was missing. However, there were
also more fundamental problems: a unified way of modeling processes was miss-
ing and the systems were too rigid to be used by people in the workplace. Most of
the technical problems have been resolved by now. However, the more conceptual
problems remain. Good standards for business process modeling are still missing
and even today’s WFMSs are too rigid.
One of the great challenges of PAISs is to offer both support and flexibility.
Today’s systems typically are too rigid, thus forcing people to work around the
system. One of the problems is that software developers and computer scientists
are typically inspired by processes inside a computer system rather than processes
outside a computer. As a result, these engineers think in terms of control systems
rather than support systems. This explains that few of the existing WFMSs allow
for the so-called implicit choice, i.e., a choice resolved by the environment rather
than the system.
To summarize we would like to state that, although the relevance of PAISs is
undisputed, many fundamental problems remain to be solved. In the remainder of
this article, we will try to shed light on some of these problems.
• BPMN processer beskriver procedurer
• Men hvad hvis vi bliver nød til at bryde proceduren ?
• Hvordan får vi beskrevet kravene til proceduren ?
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Fores5l	
  dig	
  en	
  BPMN-­‐GPS....
43
Du kan se ruten - men den er givetvis baseret på et
gammelt kort og regler, som du iøvrigt ikke kan se.
Wednesday, June 19, 13
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Hvad	
  vi	
  ønsker...
44
Du kan se ruten og kort - og hvis du afviger, eller
regler eller kort ændrer sig undervejs så kan kort,
regler og rute nemt opdateres
Wednesday, June 19, 13
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VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Beslutningsmodellering
• Adskil beslutninger og proces
• Nemmere at opdatere og genbruge
• Indfører ikke unødvendige rækkefølger i
beslutningslogikken
45
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  AkademiThomas.Hildebrandt@gmail.com
Option 1
Option 2
Option 3
Rule
Conditions Conclusion
Person Employment Person Credit
Eksempel
46
Option 1
Option 2
Wednesday, June 19, 13
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Impera5v	
  vs	
  Deklara5v
47
Option 1
Option 2
3 Procedural vs. Declarative Solutions
: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/Taylor & Francis LLC. Reprin
Option 2
Option 3
Rule
Pattern
1 is Low is Good = "A"
1 is Low is Bad = ?
1 is High is Good = ?
1 is High is Bad = ?
Conditions Conclusion
Person Debt
Person Employment
History
Person Credit
Rating
Process Model Rule Family Table Decision Model Diagram
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
The	
  Decision	
  Model
48
• A patented way of describing
Decision Logic proposed by
von Halle and Goldberg
• Business Decision Maturity
Model (BDMM)
• Graphical presentation
• Normalization to eliminate
redundancies
Figure 1 Decision Model Diagram
Source: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/T
with the permission of the Publisher.)
Building Test Cases for the Decision Model
Consider the Decision Model example found in the Decision Model Primer, a
Figure 1. The Decision Rule Family for this Decision Model is shown in Table 1
Policy Renewal
Method
Policy Tier Within
Bounds (P2, P3)
Policy Renewal
Override (P1), (P3)
Policy Renewal
Override
Insured Major
Ownership Change
(P2)
Insured Major
Location Change
(P1)
Policy Annual
Premium (P3)
Policy Discontinued
Agent (P4)
Policy Manual Flag
(P5)
Insured Major
Ownership Change
Insured Minority
Stockholder(P2)
Insured Majority
Stockholder(P3)
Insured Board
Change(P1)
Insured CEO Change
(P1)(P3)
Insured Major
Location Change
Insured Location
Zip-5 (P1)
Insured Location
Occupied Square
Footage (P2)
Insured Location
Construction (P3)
Policy Tier Within
Bounds
Policy Discount (P2)
Policy Tier(P1)(P2)
Policy Discount
Policy Grade (P1)
Package Grade (P1)
Package Discount
(P1)
Location State
Category (P1)
Determine
Policy
Renewal
Method
Figure 1 Decision Model Diagram
Source: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/Taylor & Francis LLC. Reprinted
with the permission of the Publisher.)
Building Test Cases for the Decision Model
Consider the Decision Model example found in the Decision Model Primer, and contained in
Figure 1. The Decision Rule Family for this Decision Model is shown in Table 1.
Conditions Conclusion
Pattern Policy Manual Override Policy Tier Within Bounds Policy Renewal Method
1 Is Yes is Manual Renewal Process
2 is No is Manual Renewal Process
3 Is No is Yes is Automatic Renewal Process
Table 1 Decision Rule Family
Source: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/Taylor & Francis LLC. Reprinted
with the permission of the Publisher.)
Policy Renewal
Method
Policy Tier Within
Bounds (P2, P3)
Policy Renewal
Override (P1), (P3)
Policy Renewal
Override
Insured Major
Ownership Change
(P2)
Insured Major
Location Change
(P1)
Policy Annual
Premium (P3)
Policy Discontinued
Agent (P4)
Policy Manual Flag
(P5)
Insured Major
Ownership Change
Insured Minority
Stockholder(P2)
Insured Majority
Stockholder(P3)
Insured Board
Change(P1)
Insured CEO Change
(P1)(P3)
Insured Major
Location Change
Insured Location
Zip-5 (P1)
Insured Location
Occupied Square
Footage (P2)
Insured Location
Construction (P3)
Policy Tier Within
Bounds
Policy Discount (P2)
Policy Tier(P1)(P2)
Policy Discount
Policy Grade (P1)
Package Grade (P1)
Package Discount
(P1)
Location State
Category (P1)
Determine
Policy
Renewal
Method
Wednesday, June 19, 13
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VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Deklara5ve	
  processer
• Kravene til processerne kan også angives deklarativt
• Istedet for en procedure, beskrive krav til rækkefølge
mellem hændelser/aktiviteter
• To grundlæggende krav: Betingelser og opfølgninger
(på engelsk: Conditions and responses)
• Hændelser/aktiviteter kan udelukke og inddrage
andre hændelser/aktiviteter i processen
• Notation: Dynamic Condition Response Graphs
49
Wednesday, June 19, 13
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  AkademiThomas.Hildebrandt@gmail.com
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
condition and response
Wednesday, June 19, 13
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VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
condition
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
condition and response
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
condition
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
condition and response
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
condition
Beløb registreres
godkend
Fakturaeksempel	
  igen
50
“Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis
ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes.
Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende
fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende.
Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal
godkende har godkendt registreres betalingen i faktureringssystemet.”
Betaling registreres
Godkendt af direktør
Godkendt af
nærmeste leder
Godkendt af
medarbejder
faktura modtaget
Beløb ikke
over 1000
Beløb ikke
over 20000
Beløb over
1000
Beløb over
20000
condition and response
exclude
exclude
include
include
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Design	
  and	
  Simula5on
51
Wednesday, June 19, 13
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VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Tid	
  5l	
  en	
  pause	
  !
52
• Prøv evt. at hente DCR-Graf editoren
• http://www.itu.dk/research/models/wiki/
index.php/DCR_Graphs_Editor
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Opgave:	
  Egen	
  proces
• “Find” din egen proces i din beskrivelse:
• Hændelser/aktiviteter, aktører,
• Lav model af krav som DCR Graf:
Conditions, responses, exclusions, inclusions
• Beskriv en procedure som BPMN proces
• Sammenlign BPMN proces med DCR Graf
53
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Konklusioner
• BPMN kan bruges til at beskrive procedurer - med
henblik på bla. dokumentation, krav, analyse,
digitalisering, automatisering,...
• Digitaliseres/automatiseres en procedure bliver
processen hurtigt for rigid
• Deklarativ beslutningsmodellering og
procesmodellering kan bruges til at beskrive krav så
beslutninger og processer forbliver fleksible mht
udførsel og ændringer
54
Wednesday, June 19, 13
Design af (digitale) processer, 19. juni 2013
VidenDanmark	
  AkademiThomas.Hildebrandt@gmail.com
Opsamling	
  og	
  evaluering
55
Wednesday, June 19, 13

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Thomas Hildebrandt process design 19062013

  • 1. Design af (digitale) processer Thomas Hildebrandt Facilitator for videngruppen Digitalisering og procesorientering Lektor ved IT Universitetet i København VidenDanmark Akademi Temadag 19. juni 2013 Wednesday, June 19, 13
  • 2. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion Program  for  formiddag • 9-9.30: Introduktion og præsentation af deltagere • 9.30-10: Introduktion til processer • 10-10.30: Introduktion til BPMN-processer • 10.30-11: Pause - registrer dig i Signavio • 11-12: Signavio-demo og opgave • 12-13: Frokost 2 Wednesday, June 19, 13
  • 3. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Program  for  e1ermiddag • 13-14:Andre typer modeller: • Offentlige, kollaborative processer: Pools • Koreografier: Globale Interaktioner vs lokale aktioner • Deklarative modeller: Beslutninger og Proceskrav • 14-14.30: Pause • 14.30-15.30: Beskriv din egen process • 15.30-16: Opsamling og evaluering 3 Wednesday, June 19, 13
  • 4. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion Præsenta5on  af  deltagere • Navn, beskæftigelse, uddannelse, ... • Erfaring med procesdesign • Hvorfor deltager du ? 4 Wednesday, June 19, 13
  • 5. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion Hvorfor  designe  processer? • Dokumentere hvordan en proces udføres • Beskrive hvordan en proces ønskes udført • Leve op til regler og lovgivning • Analyse, best-practice/vejledning, kravspecifikation, ... • Forbedre, omstille, it-støtte, digitalisere, automatisere Det stiller store krav til det “proces-sprog” vi bruger! 5 Wednesday, June 19, 13
  • 6. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion Mål  med  temadagen Deltagerne skal efter temadagen kunne: • Forstå og bruge grundelementerne i Business Process Model and Notation (BPMN) 2.0 standarden • Forstå og bruge et state-of-the-art BPMN-værktøj til at beskrive arbejdsgange og forretningsprocesser • Forstå baggrunden for BPMN og Business Process Management og begrænsningerne i BPMN 6 Wednesday, June 19, 13
  • 7. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer • låner, bibliotekar,... • medarbejder, regnskab, nærmeste leder, .... • studerende, studieadministrator, ... • arbejdsløs, jobcentermedarbejder,.. • Læge, patient, sygeplejerske Hvad  er  en  proces  ? • Udlån af bog • Betaling af faktura • Udbetaling af løn • Uddannelse af person • Arbejdsløs i arbejde • Udført en behandling 7 En proces har et mål: Og nogle aktører: Wednesday, June 19, 13
  • 8. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Ak5viteter  og  hændelser og en række aktiviteter og hændelser, der fører processen fra start til mål: • Eksempler på starthændelser/aktiviteter: Forespørgsel om bog, modtagelse af faktura, ansættelse i job, ansøgning om uddannelse, henvendelse hos jobcenter, henvendelse hos læge, ... 8 Wednesday, June 19, 13
  • 9. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Data  og  beslutninger • Der bliver som regel indsamlet og bearbejdet data/ artefakter undervejs i en proces, som f.eks. udlånsstatus, fakturabeløb, udgiftshaver, eksamensresultater, recept, ... • Data og artefakter bliver brugt til at - beregne/fremstille (del)-resultater - tage beslutninger og vælge mellem alternative hændelsesforløb 9 Wednesday, June 19, 13
  • 10. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Så,  en  proces  har... • Et mål ( en sluthændelse) • En (eller flere) starthændelser og mellemliggende aktiviteter/hændelser, der fører frem til målet • Aktører (roller) der udfører aktiviteterne • Data/artefakter der indsamles, udveksles og bearbejdes • Beslutninger og valg mellem alternative forløb 10 Wednesday, June 19, 13
  • 11. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Hvordan  beskrives  den  så? • Processen skal kunne bruges til forskellige formål og af forskellige aktører: • Medarbejder, patient, borger, ... • IT-systemer • Jurister og revisore • Den skal kunne verificeres og holdes ved lige - ændres når verden ændrer sig.. 11 Wednesday, June 19, 13
  • 12. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion Ikke  nogen  ny  idé  .... • Aristoteles (384 f.kr.) - Algoritmik (år 700-800) • Logik og matematik 1920 - • Hjerneforskning, automat-teori, datalogi, temporal logik (igen) 1940 - • “Office automation” 1970 - • Computer Supported Cooperative Work 1980- • Unified Modeling Language (UML) 1990- • Workflow & Business Process Management 1990 - 12 Wednesday, June 19, 13
  • 13. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Informa5on  Control  Net 13 zc := Computer Science and Office Information Systems By Clarence A. Ellis and Gary J. Nutt Wednesday, June 19, 13
  • 14. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Informa5on  Control  Net 13 zc := Computer Science and Office Information Systems By Clarence A. Ellis and Gary J. Nutt ORDERPROCESSING LogRequest TypeOrder SendOrder ReceiveOrder BrocessII J I I • :1.1 Customer Request Arrival lL -""/ I I r •r J/.I I A/I " Order Form '"I +0I,Custamer JjFile I IIBillingFile I I I J I J I I I I I I I / I, lOut" 1:;;1tJ.lOut.I tForm'--------/--"" ',----..._------_.._-..,.-' F.igure2 Wednesday, June 19, 13
  • 15. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Informa5on  Control  Net 13 zc := Computer Science and Office Information Systems By Clarence A. Ellis and Gary J. Nutt ORDERPROCESSING LogRequest TypeOrder SendOrder ReceiveOrder BrocessII J I I • :1.1 Customer Request Arrival lL -""/ I I r •r J/.I I A/I " Order Form '"I +0I,Custamer JjFile I IIBillingFile I I I J I J I I I I I I I / I, lOut" 1:;;1tJ.lOut.I tForm'--------/--"" ',----..._------_.._-..,.-' F.igure2 By considering the specification language, the internal representation, and the design of a prototype system using one unified model, Zisman has been able to study the office as a system rather than simply as a collection of isolated tasks and pieces of equipment. Although Zisman suggests the language and the model need refinement, his basic notions will probably have great impact on the office of the future. Wednesday, June 19, 13
  • 16. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Business  Process  Model  and  Nota2on  (BPMN) 14 OMG,  January  2011 Wednesday, June 19, 13
  • 17. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Process-­‐Aware  Informa2on  Systems offer workenactment service management tools design tools run-time data process data organizational data perform work worker management designerhistorical data case dataapplications Figure 9: The architecture of a PAIS. simple workflow process. Work is offered through so-called work queues. worker can have multiple work queues and one work queue can be shared 15 8 Conclusion Process-aware information systems (PAISs) follow a characteristic lif ure 13 shows the four phases of such a life-cycle [7]. In the desig processes are (re)designed. In the configuration phase, designs are i by configuring a PAIS (e.g., a WFMS). After configuration, the enac starts where the operational business processes are executed using the figured. In the diagnosis phase, the operational processes are analyze problems and to find things that can be improved. The focus of tradi flow management (systems) is on the lower half of the life-cycle. As is little support for the diagnosis phase. Moreover, support in the de limited to providing an editor while analysis and real design support Figure 13: PAIS life-cycle. In this article, we showed that PAISs support operational busine by combining advances in information technology with recent insigh agement science. We started by reviewing the history of such syste focused on process design. From the many diagramming techniques a chose one particular technique (Petri nets) to show the basics. We also the relevance of process analysis, e.g., by pointing out that 20 percen than 600 process models in the SAP reference model are flawed [2 26 Wednesday, June 19, 13
  • 18. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer BPMS  &  Service-­‐Orienteret  Arkitektur COBOL PL1 .NET SAP Java service Enterprise Service Bus (ESB) service service Risk Department Credit Department Customer Department Task Sub Process Sub Process 16 offer workenactment service management tools design tools run-time data process data organizational data perform work worker management designerhistorical data case dataapplications Figure 9: The architecture of a PAIS. simple workflow process. Work is offered through so-called work queues. worker can have multiple work queues and one work queue can be shared ng multiple workers. The window in the middle shows the set of available queues (left) and the content of one of these work queues (right). The bottom ow shows an audit trail of a case. The three windows show only some of the bilities offered by contemporary workflow management systems. It is fairly ghtforward to map these windows onto the architecture. In other processes- e information systems such as for example enterprise resource planning sys- , one will find the architecture shown in Figure 9 embedded in a larger archi-Wednesday, June 19, 13
  • 19. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer BPM  og  SOA 17 Steen Brahe, Industrial PhD, Danske Bank & IT University of Copenhagen “BPM on Top of SOA: Experiences from the Financial Industry”, BPM 2007 Wednesday, June 19, 13
  • 20. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer Ski1ende  standarder... 18 CMMN 1.0 - Beta 1 2013 http://www.omg.org/spec/CMMN/ http://www.omg.org/spec/BPMN/ Wednesday, June 19, 13
  • 21. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Introduktion til processer BPMN  processer 19 Wednesday, June 19, 13
  • 22. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Proces-­‐elementer  i  BPMN • En eller flere sluthændelser • En eller flere starthændelser • Mellemliggende aktiviteter/hændelser • Aktører (roller) • Data/artefakter • Beslutninger og • Valg mellem alternative forløb 20 10 Process Note . The content of this chapter is REQUIRED for BPMN Process Modeling Co Conformance. However, this chapter is NOT REQUIRED for BPMN Process Chor Process Execution Conformance, or BPMN BPEL Process Execution Conforman conformance types, see page 2. A Process describes a sequence or flow of Activities in an organization with th BPMN a Process is depicted as a graph of Flow Elements, which are a set of A Sequence Flows that define finite execution semantics (see Figure 10.1). Proce enterprise-wide Processes to Processes performed by a single person. Low-le together to achieve a common business goal. 10 Process Note . The content of this chapter is REQUIRED for BPMN Process Modeling C Conformance. However, this chapter is NOT REQUIRED for BPMN Process Cho Process Execution Conformance, or BPMN BPEL Process Execution Conforma conformance types, see page 2. A Process describes a sequence or flow of Activities in an organization with t BPMN a Process is depicted as a graph of Flow Elements, which are a set of A Sequence Flows that define finite execution semantics (see Figure 10.1). Proc enterprise-wide Processes to Processes performed by a single person. Low-l together to achieve a common business goal. Wednesday, June 19, 13
  • 23. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Private  BPMN  processer 21 Business Process Model and Notation, v2.0 23 Private (Internal) Business Processes Private Business Processes are those internal to a specific organization. These Processes have been generally called workflow or BPM Processes (see Figure 10.4). Another synonym typically used in the Web services area is the Orchestration of services. There are two (2) types of private Processes: executable and non-executable. An executable Process is a Process that has been modeled for the purpose of being executed according to the semantics defined in Chapter 14. Of course, during the development cycle of the Process, there will be stages where the Process does not have enough detail to be Pexecutable.Q A non-executable Process is a private Process that has been modeled for the purpose of documenting Process behavior at a modeler-defined level of detail. Thus, information needed for execution, such as formal condition Expressions are typically not included in a non-executable Process. If a swimlanes-like notation is used (e.g., a Collaboration, see below) then a private Business Process will be contained within a single Pool. The Process flow is therefore contained within the Pool and cannot cross the boundaries of the Pool. The flow of Messages can cross the Pool boundary to show the interactions that exist between separate private Business Processes. Figure 7.1 - Example of a private Business Process Public Processes A public Process represents the interactions between a private Business Process and another Process or Participant (see Figure 7.2). Only those Activities that are used to communicate to the other Participant(s) are included in the public Process. All other PinternalQ Activities of the private Business Process are not shown in the public Process. Thus, the public Process shows to the outside world the Message Flows and the order of those Message Flows that are needed to interact with that Process. Public Processes can be modeled separately or within a Collaboration to show the flow of Messages between the public Process Activities and other Participants. Note that the public type of Process was named PabstractQ in BPMN 1.2. Determine Premium of Policy Determine Order is Complete Check Record of Applicant Approve or Reject Policy Notify Applicant of Approval or Rejection Bruger, service og besked-aktiviteter (angiver ikke processer som beskeder sendes til og modtages fra) Wednesday, June 19, 13
  • 24. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Private  BPMN  processer 21 Business Process Model and Notation, v2.0 23 Private (Internal) Business Processes Private Business Processes are those internal to a specific organization. These Processes have been generally called workflow or BPM Processes (see Figure 10.4). Another synonym typically used in the Web services area is the Orchestration of services. There are two (2) types of private Processes: executable and non-executable. An executable Process is a Process that has been modeled for the purpose of being executed according to the semantics defined in Chapter 14. Of course, during the development cycle of the Process, there will be stages where the Process does not have enough detail to be Pexecutable.Q A non-executable Process is a private Process that has been modeled for the purpose of documenting Process behavior at a modeler-defined level of detail. Thus, information needed for execution, such as formal condition Expressions are typically not included in a non-executable Process. If a swimlanes-like notation is used (e.g., a Collaboration, see below) then a private Business Process will be contained within a single Pool. The Process flow is therefore contained within the Pool and cannot cross the boundaries of the Pool. The flow of Messages can cross the Pool boundary to show the interactions that exist between separate private Business Processes. Figure 7.1 - Example of a private Business Process Public Processes A public Process represents the interactions between a private Business Process and another Process or Participant (see Figure 7.2). Only those Activities that are used to communicate to the other Participant(s) are included in the public Process. All other PinternalQ Activities of the private Business Process are not shown in the public Process. Thus, the public Process shows to the outside world the Message Flows and the order of those Message Flows that are needed to interact with that Process. Public Processes can be modeled separately or within a Collaboration to show the flow of Messages between the public Process Activities and other Participants. Note that the public type of Process was named PabstractQ in BPMN 1.2. Determine Premium of Policy Determine Order is Complete Check Record of Applicant Approve or Reject Policy Notify Applicant of Approval or Rejection Bruger, service og besked-aktiviteter start (angiver ikke processer som beskeder sendes til og modtages fra) Wednesday, June 19, 13
  • 25. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Private  BPMN  processer 21 Business Process Model and Notation, v2.0 23 Private (Internal) Business Processes Private Business Processes are those internal to a specific organization. These Processes have been generally called workflow or BPM Processes (see Figure 10.4). Another synonym typically used in the Web services area is the Orchestration of services. There are two (2) types of private Processes: executable and non-executable. An executable Process is a Process that has been modeled for the purpose of being executed according to the semantics defined in Chapter 14. Of course, during the development cycle of the Process, there will be stages where the Process does not have enough detail to be Pexecutable.Q A non-executable Process is a private Process that has been modeled for the purpose of documenting Process behavior at a modeler-defined level of detail. Thus, information needed for execution, such as formal condition Expressions are typically not included in a non-executable Process. If a swimlanes-like notation is used (e.g., a Collaboration, see below) then a private Business Process will be contained within a single Pool. The Process flow is therefore contained within the Pool and cannot cross the boundaries of the Pool. The flow of Messages can cross the Pool boundary to show the interactions that exist between separate private Business Processes. Figure 7.1 - Example of a private Business Process Public Processes A public Process represents the interactions between a private Business Process and another Process or Participant (see Figure 7.2). Only those Activities that are used to communicate to the other Participant(s) are included in the public Process. All other PinternalQ Activities of the private Business Process are not shown in the public Process. Thus, the public Process shows to the outside world the Message Flows and the order of those Message Flows that are needed to interact with that Process. Public Processes can be modeled separately or within a Collaboration to show the flow of Messages between the public Process Activities and other Participants. Note that the public type of Process was named PabstractQ in BPMN 1.2. Determine Premium of Policy Determine Order is Complete Check Record of Applicant Approve or Reject Policy Notify Applicant of Approval or Rejection Bruger, service og besked-aktiviteter start slut (angiver ikke processer som beskeder sendes til og modtages fra) Wednesday, June 19, 13
  • 26. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Hændelser  og  forgreninger 22 10 Process Note . The content of this chapter is REQUIRED for BPMN Process Modeling Conformance or for BPMN Complete Conformance. However, this chapter is NOT REQUIRED for BPMN Process Choreography Conformance, BPMN Process Execution Conformance, or BPMN BPEL Process Execution Conformance. For more information about BPMN conformance types, see page 2. A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped together to achieve a common business goal. Figure 10.1 - An Example of a Process Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and Choreography when modeling the interaction between Processes. The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways, and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within Definitions. start slut hændelser (events) beslutnings- (service)aktivitet forgreninger (gateways) Sekvens-flow Wednesday, June 19, 13
  • 27. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Data-­‐baserede  valg 23 A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped together to achieve a common business goal. Figure 10.1 - An Example of a Process Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and Choreography when modeling the interaction between Processes. The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways, and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within Definitions. Kaldes også et internt eller ekslusivt valg. Obs: Skal altid være mindst een vej at gå. Wednesday, June 19, 13
  • 28. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Data-­‐baserede  valg 23 A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped together to achieve a common business goal. Figure 10.1 - An Example of a Process Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and Choreography when modeling the interaction between Processes. The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways, and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within Definitions. Kaldes også et internt eller ekslusivt valg. Obs: Skal altid være mindst een vej at gå. beslutning baseret på data Wednesday, June 19, 13
  • 29. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Data-­‐baserede  valg 23 A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped together to achieve a common business goal. Figure 10.1 - An Example of a Process Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and Choreography when modeling the interaction between Processes. The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways, and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within Definitions. Kaldes også et internt eller ekslusivt valg. Obs: Skal altid være mindst een vej at gå. data-based exclusive (XOR) gateway X beslutning baseret på data Wednesday, June 19, 13
  • 30. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer fletningforgrening/valg Data-­‐baserede  valg 23 A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped together to achieve a common business goal. Figure 10.1 - An Example of a Process Note that BPMN uses the term Process specifically to mean a set of flow elements. It uses the terms Collaboration and Choreography when modeling the interaction between Processes. The Process package contains classes which are used for modeling the flow of Activities, Events, and Gateways, and how they are sequenced within a Process (see Figure 10.2). When a Process is defined it is contained within Definitions. Kaldes også et internt eller ekslusivt valg. Obs: Skal altid være mindst een vej at gå. data-based exclusive (XOR) gateway X beslutning baseret på data Wednesday, June 19, 13
  • 31. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Hændelses-­‐baserede  valg 24 N Process Modeling Conformance or for BPMN Complete or BPMN Process Choreography Conformance, BPMN s Execution Conformance. For more information about BPMN an organization with the objective of carrying out work. In s, which are a set of Activities, Events, Gateways, and ee Figure 10.1). Processes can be defined at any level from a single person. Low-level Processes can be grouped an a set of flow elements. It uses the terms Collaboration and rocesses. modeling the flow of Activities, Events, and Gateways, 10.2). When a Process is defined it is contained within Første hændelse (event) afgør valget af vej. event-based gateway Wednesday, June 19, 13
  • 32. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Hændelses-­‐baserede  valg 24 N Process Modeling Conformance or for BPMN Complete or BPMN Process Choreography Conformance, BPMN s Execution Conformance. For more information about BPMN an organization with the objective of carrying out work. In s, which are a set of Activities, Events, Gateways, and ee Figure 10.1). Processes can be defined at any level from a single person. Low-level Processes can be grouped an a set of flow elements. It uses the terms Collaboration and rocesses. modeling the flow of Activities, Events, and Gateways, 10.2). When a Process is defined it is contained within Første hændelse (event) afgør valget af vej. event-based gateway This Decision represents a branching point where Alternatives are based on an Event that occurs at that point in the Process (see page 305) or Choreography (see page 360). The specific Event, usually the receipt of a Message, determines which of the paths will be taken. Other types of Events can be used, such as Timer. Only one of the Alternatives will be chosen. There are two options for receiving Mes- sages: M Tasks of Type Receive can be used (see figure top-right). M Intermediate Events of Type Message can be used (see figure bottom-right). This Decision represents a branching point where Alternatives are based on conditional Expressions contained within the outgo- ded Modeling Elements Condition 1 alternativ notation: Wednesday, June 19, 13
  • 33. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Hændelses-­‐baserede  valg 24 N Process Modeling Conformance or for BPMN Complete or BPMN Process Choreography Conformance, BPMN s Execution Conformance. For more information about BPMN an organization with the objective of carrying out work. In s, which are a set of Activities, Events, Gateways, and ee Figure 10.1). Processes can be defined at any level from a single person. Low-level Processes can be grouped an a set of flow elements. It uses the terms Collaboration and rocesses. modeling the flow of Activities, Events, and Gateways, 10.2). When a Process is defined it is contained within Første hændelse (event) afgør valget af vej. event-based gateway This Decision represents a branching point where Alternatives are based on an Event that occurs at that point in the Process (see page 305) or Choreography (see page 360). The specific Event, usually the receipt of a Message, determines which of the paths will be taken. Other types of Events can be used, such as Timer. Only one of the Alternatives will be chosen. There are two options for receiving Mes- sages: M Tasks of Type Receive can be used (see figure top-right). M Intermediate Events of Type Message can be used (see figure bottom-right). This Decision represents a branching point where Alternatives are based on conditional Expressions contained within the outgo- ded Modeling Elements Condition 1 alternativ notation: Brugt som start- hændelser: Wednesday, June 19, 13
  • 34. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Hændelses-­‐baserede  valg 24 N Process Modeling Conformance or for BPMN Complete or BPMN Process Choreography Conformance, BPMN s Execution Conformance. For more information about BPMN an organization with the objective of carrying out work. In s, which are a set of Activities, Events, Gateways, and ee Figure 10.1). Processes can be defined at any level from a single person. Low-level Processes can be grouped an a set of flow elements. It uses the terms Collaboration and rocesses. modeling the flow of Activities, Events, and Gateways, 10.2). When a Process is defined it is contained within Første hændelse (event) afgør valget af vej. event-based gateway 10 Process Note . The content of this chapter is REQUIRED for BPMN Process Modeling Conformance or for BPMN Complete Conformance. However, this chapter is NOT REQUIRED for BPMN Process Choreography Conformance, BPMN Process Execution Conformance, or BPMN BPEL Process Execution Conformance. For more information about BPMN conformance types, see page 2. A Process describes a sequence or flow of Activities in an organization with the objective of carrying out work. In BPMN a Process is depicted as a graph of Flow Elements, which are a set of Activities, Events, Gateways, and Sequence Flows that define finite execution semantics (see Figure 10.1). Processes can be defined at any level from enterprise-wide Processes to Processes performed by a single person. Low-level Processes can be grouped together to achieve a common business goal. Gateway overflødig, hvis vi kun venter på een hændelse: This Decision represents a branching point where Alternatives are based on an Event that occurs at that point in the Process (see page 305) or Choreography (see page 360). The specific Event, usually the receipt of a Message, determines which of the paths will be taken. Other types of Events can be used, such as Timer. Only one of the Alternatives will be chosen. There are two options for receiving Mes- sages: M Tasks of Type Receive can be used (see figure top-right). M Intermediate Events of Type Message can be used (see figure bottom-right). This Decision represents a branching point where Alternatives are based on conditional Expressions contained within the outgo- ded Modeling Elements Condition 1 alternativ notation: Brugt som start- hændelser: Wednesday, June 19, 13
  • 35. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Parallelle  forløb 25 Parallel gateway (eller AND Split) AND Join Wednesday, June 19, 13
  • 36. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Parallelle  forløb  II 26 inklusivt valg (inclusive choice) inklusiv fletning/forening Wednesday, June 19, 13
  • 37. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Parallelle  forløb  II 26 inklusivt valg (inclusive choice) inklusiv fletning/forening OBS: Kan ikke se “lokalt” hvor mange forløb der ventes på Wednesday, June 19, 13
  • 38. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Eksempel:  Bankkonto 27 EXERCISE! UNDERSTAND!BPMN!MODELS! TRAVEL!BOOKING! A!given!model!describes!steps!to!open!a!bank!account.! ! QUESTIONS! 1.Vil “Verify Customer ID” altid forekomme efter “Record Customer Info”? 2. Hvilke aktiviteter vil altid blive udført ? !published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!! http://creativecommons.org/licenses/by:nc:sa/3.0/! happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re: peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.! The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward! creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex: pert.! Visualize!this!business!process!using!BPMN.! ! ! !! ! ! Wednesday, June 19, 13
  • 39. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Eksempel:  Bankkonto 27 EXERCISE! UNDERSTAND!BPMN!MODELS! TRAVEL!BOOKING! A!given!model!describes!steps!to!open!a!bank!account.! ! QUESTIONS! 1.Vil “Verify Customer ID” altid forekomme efter “Record Customer Info”? 2. Hvilke aktiviteter vil altid blive udført ? !published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!! http://creativecommons.org/licenses/by:nc:sa/3.0/! happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re: peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.! The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward! creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex: pert.! Visualize!this!business!process!using!BPMN.! ! ! !! ! ! Fleksibilitet ved valg på designtidspunkt Wednesday, June 19, 13
  • 40. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer • Data-baseret (ekslusivt) valg: • Hændelses-baseret valg: • Parallelt forløb (And-split): • Inklusivt valg: Opsumering:  Gateways 28 Vi har set følgende gateways (forgreninger): Event-Based This Decision represents a branching point where Alternatives are based on an Event that occurs at that point in the Process (see page 305) or Choreography (see page 360). The specific Event, usually the receipt of a Message, determines which of the paths will be taken. Other types of Events can be used, such as Timer. Only one of the Alternatives will be chosen. There are two options for receiving Mes- sages: M Tasks of Type Receive can be used (see figure top-right). M Intermediate Events of Type Message can be used (see figure bottom-right). Inclusive This Decision represents a branching point where Alternatives are based on conditional Expressions contained within the outgo- ing Sequence Flows (see page 300). In some sense it is a grouping of related inde- pendent Binary (Yes/No) Decisions. Since each path is independent, all combinations of the paths MAY be taken, from zero to all. However, it should be designed so that at least one path is taken. A Default Condition could be used to ensure that at least one path is taken. Table 7.2 - BPMN Extended Modeling Elements Condition 1 Condition 2 Wednesday, June 19, 13
  • 41. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Hyppige  designmønstre • Proces starter med modtagelse af besked: • Beslutningsaktivitet umidelbart før data-baseret valg: • Time-out i hændelsesbaseret valg: • Betingede hændelser: 29 Wednesday, June 19, 13
  • 42. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Aktører  via  svømmebaner 30 Wednesday, June 19, 13
  • 43. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Aktører  og  forgreninger 31 Wednesday, June 19, 13
  • 44. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Tid  5l  en  pause  ! 32 • Registrer jer til 30 dages gratis prøve på Signavio BPMN designer https://editor.signavio.com/p/register Wednesday, June 19, 13
  • 45. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Signavio  Process  Editor 33 Wednesday, June 19, 13
  • 46. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMN 2.0 Processer Opgave  i  Signavio  (25  min) • Lav et (privat) proces-diagram for følgende proces: • Prøv først at identificére mål, aktører, hændelser, aktiviteter, valg • Prøv dernæst quick-model, editor og simulator 34 “Når en  faktura modtages skal den scannes, hvis den ikke er elektronisk. Derefter skal den elektroniske kopi gemmes. Derefter tastes data for fakturaen ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Wednesday, June 19, 13
  • 47. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Tid  5l  frokost! 35 Wednesday, June 19, 13
  • 48. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Program  for  e1ermiddag • 13-14:Andre typer modeller: • Offentlige, kollaborative processer: Pools • Koreografier: Globale Interaktioner vs lokale aktioner • Deklarative modeller: Beslutninger og Proceskrav • 14-14.30: Pause • 14.30-15.30: Beskriv din egen process • 15.30-16: Opsamling og evaluering 36 Wednesday, June 19, 13
  • 49. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Pools:  Offentlige  processer 37 Wednesday, June 19, 13
  • 50. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Eksempel:  Rejsebes5lling 38 TRAVEL!BOOKING! A!given!model!describes!necessary!steps!for!travel!booking!where!a!traveler!interacts!with!a!trave ! ! !published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!! http://creativecommons.org/licenses/by:nc:sa/3.0/! happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re: peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.! The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward! creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex: pert.! Visualize!this!business!process!using!BPMN.! ! ! !! ! ! Wednesday, June 19, 13
  • 51. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Eksempel:  Rejsebes5lling 38 TRAVEL!BOOKING! A!given!model!describes!necessary!steps!for!travel!booking!where!a!traveler!interacts!with!a!trave ! ! !published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!! http://creativecommons.org/licenses/by:nc:sa/3.0/! happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re: peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.! The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward! creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex: pert.! Visualize!this!business!process!using!BPMN.! ! ! !! ! ! Request-reply pattern Wednesday, June 19, 13
  • 52. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Eksempel:  Rejsebes5lling 38 TRAVEL!BOOKING! A!given!model!describes!necessary!steps!for!travel!booking!where!a!traveler!interacts!with!a!trave ! ! !published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!! http://creativecommons.org/licenses/by:nc:sa/3.0/! happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re: peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.! The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward! creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex: pert.! Visualize!this!business!process!using!BPMN.! ! ! !! ! ! Request-reply pattern multiple-requests pattern Wednesday, June 19, 13
  • 53. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Example:  Salgsproces 39 SALES!PROCESS! A!given!model!describes!quote!creation!(sales!representative)!and!approval!(sales!executive)!as automated!order!processing!for!a!customer.!! ! ! QUESTIONS! !published!under!the!terms!of!the!Creative(Commons(License(BY/NC/SA!! http://creativecommons.org/licenses/by:nc:sa/3.0/! happens,!another!expert!has!to!be!asked!(who!could!also!not!respond!in!time,!i.e.!the!procedure!re: peats).!If!an!expert!finally!sends!an!expertise,!it!is!received!by!the!director!and!forwarded!to!the!referee.! The!referee!files!the!results!containing!the!patient!interviews!as!well!as!the!expertise!and!afterward! creates!a!report.!While!the!referee!is!doing!this,!the!manager!fills!a!check!to!pay!the!expenses!of!the!ex: pert.! Visualize!this!business!process!using!BPMN.! ! ! !! ! ! Wednesday, June 19, 13
  • 54. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Koreografier 40 Business Process Model and Notation, v2.0 25 Figure 7.3 - An example of a Collaborative Process Choreographies A self-contained Choreography (no Pools or Orchestration) is a definition of the expected behavior, basically a procedural contract, between interacting Participants. While a normal Process exists within a Pool, a Choreography exists between Pools (or Participants). The Choreography looks similar to a private Business Process since it consists of a network of Activities, Events, and Gateways (see Figure 7.4). However, a Choreography is different in that the Activities are interactions that represent a set (1 or more) of Message exchanges, which involves two (2) or more Participants. In addition, unlike a normal Process, there is no central controller, responsible entity or observer of the Process. Figure 7.4 - An example of a Choreography Doctor Request Patient Dr. Office Handle Symptoms Patient Dr. Office Handle Prescription Patient Dr. Office Handle Medicine Patient Dr. Office I want to see the Doctor Go see the Doctor I feel sick I need my medicine Here is your medicine Pickup your medicine, then leave Hver aktivitet er en interaktion mellem to eller flere aktøre Wednesday, June 19, 13
  • 55. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Andre typer modeller Proces  vs  Koreografi 41 Figure 7.3 - An example of a Collaborative Process Choreographies A self-contained Choreography (no Pools or Orchestration) is a definition of the expected behavior, basically a procedural contract, between interacting Participants. While a normal Process exists within a Pool, a Choreography exists between Pools (or Participants). The Choreography looks similar to a private Business Process since it consists of a network of Activities, Events, and Gateways (see Figure 7.4). However, a Choreography is different in that the Activities are interactions that represent a set (1 or more) of Message exchanges, which involves two (2) or more Participants. In addition, unlike a normal Process, there is no central controller, responsible entity or observer of the Process. Send Doctor Request I want to see doctor Illness Occurs Send Appt. Receive Appt. Go see doctor Send Symptoms Receive Symptoms I feel sick Receive Prescription Pickup Pickup your medicine and you can leave Send Medicine Request Receive Medicine Request I need my medicine Receive Medicine Here is your medicine Receive Doctor Request Send Medicine Send Prescription Pickup Patient Receptionist/ Doctor Doctor Request Patient Dr. Office Handle Symptoms Patient Dr. Office Handle Prescription Patient Dr. Office Handle Medicine Patient Dr. Office I want to see the Doctor Go see the I feel sick I need my medicine Here is your Pickup your medicine, then a Choreography does not exist in a single Pool—it is not the purview of a single Participant. Each step in the Choreography involves two or more Participants (these steps are called Choreography Activities—see below). This means that the Choreography, in BPMN terms, is defined outside of any particular Pool. The key question that needs to be continually asked during the development of a Choreography is “what information do the Participants in the Choreography have?” Basically, each Participant can only understand the status of the Choreography through observable behavior of the other Participants–which are the Messages that have been sent and received. If there are only two Participants in the Choreography, then it is very simple—both Participants will be aware of who is responsible for sending the next Message. However, if there are more than two Participants, then the modeler needs to be careful to sequence the Choreography Activities in such a way that the Participants know when they are responsible for initiating the interactions. Figure 11.2 presents a sample Choreography. The details of Choreography behavior and elements will be described in the sections below. Figure 11.2 - An example of a Choreography To illustrate the correspondence between Collaboration and Choreography, consider an example from logistics. Figure 11.3 shows a Collaboration where the Pools are expanded to reveal orchestration details per participant (for Doctor Request Patient Dr. Office Handle Symptoms Patient Dr. Office Handle Prescription Patient Dr. Office Handle Medicine Patient Dr. Office I want to see the Doctor Go see the Doctor I feel sick I need my medicine Here is your medicine Pickup your medicine, then leave Message The unshaded Participant is the initiator of the Activity The bands display the names of the Participants (Roles/Entities) Additional Participants can be added on additional bands (for Sub-Processes) The Message is shaded, so it is not the initiating Message Message Exchange Pattern Wednesday, June 19, 13
  • 56. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMNs  begræsninger 42 Wednesday, June 19, 13
  • 57. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMNs  begræsninger 42 “Good standards for business process modelling are still missing and even today’s WFMSs are too rigid” Process-Aware Information Systems: Design, Enactment, and Analysis Wil M.P. van der Aalst Department of Mathematics and Computer Science, Eindhoven Universit nology, P.O. Box 513, NL-5600 MB Eindhoven, w.m.p.v.d.aalst@tue.nl Abstract. Process-aware information systems support operational busi cesses by combining advances in information technology with recent from management science. Workflow management systems are typical of such systems. However, many other types of information systems “process aware” even if their processes are hard-coded or only used i (e.g., ERP systems). The shift from data orientation to process orientatio creased the importance process-aware information systems. Moreover, analysis techniques ranging from simulation and verification to proces and activity monitoring allow for systems that support process improv various ways. This article provides an overview of process-aware inf systems and also relates these to business process management, workfl agement, process analysis techniques, and process flexibility. Keywords: Process-Aware Information Systems, Workflow Manageme ness Process Management, Petri Nets, Process Mining, Process Verificat ulation 1 Introduction Information technology has changed business processes within and betwe prises. More and more work processes are being conducted under the su of information systems that are driven by process models. Examples a flow management systems such as FileNet P8, Staffware, WebSphere, and YAWL and Enterprise Resource Planning (ERP) systems such as Oracle. Moreover, many domain specific systems have components d (process) models. It is hard to imagine enterprise information system unaware of the processes taking place. Although the topic of busines management using information technology has been addressed by co 1 Wednesday, June 19, 13
  • 58. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMNs  begræsninger 42 “Good standards for business process modelling are still missing and even today’s WFMSs are too rigid” Process-Aware Information Systems: Design, Enactment, and Analysis Wil M.P. van der Aalst Department of Mathematics and Computer Science, Eindhoven Universit nology, P.O. Box 513, NL-5600 MB Eindhoven, w.m.p.v.d.aalst@tue.nl Abstract. Process-aware information systems support operational busi cesses by combining advances in information technology with recent from management science. Workflow management systems are typical of such systems. However, many other types of information systems “process aware” even if their processes are hard-coded or only used i (e.g., ERP systems). The shift from data orientation to process orientatio creased the importance process-aware information systems. Moreover, analysis techniques ranging from simulation and verification to proces and activity monitoring allow for systems that support process improv various ways. This article provides an overview of process-aware inf systems and also relates these to business process management, workfl agement, process analysis techniques, and process flexibility. Keywords: Process-Aware Information Systems, Workflow Manageme ness Process Management, Petri Nets, Process Mining, Process Verificat ulation 1 Introduction Information technology has changed business processes within and betwe prises. More and more work processes are being conducted under the su of information systems that are driven by process models. Examples a flow management systems such as FileNet P8, Staffware, WebSphere, and YAWL and Enterprise Resource Planning (ERP) systems such as Oracle. Moreover, many domain specific systems have components d (process) models. It is hard to imagine enterprise information system unaware of the processes taking place. Although the topic of busines management using information technology has been addressed by co 1 by Skip Ellis it is important to learn from these ups and downs. The failures in the eighties can be explained by both technical and conceptual problems. In the eighties networks were slow or not present at all, there were no suitable graphical interfaces, and proper development software was missing. However, there were also more fundamental problems: a unified way of modeling processes was miss- ing and the systems were too rigid to be used by people in the workplace. Most of the technical problems have been resolved by now. However, the more conceptual problems remain. Good standards for business process modeling are still missing and even today’s WFMSs are too rigid. One of the great challenges of PAISs is to offer both support and flexibility. Today’s systems typically are too rigid, thus forcing people to work around the system. One of the problems is that software developers and computer scientists are typically inspired by processes inside a computer system rather than processes outside a computer. As a result, these engineers think in terms of control systems rather than support systems. This explains that few of the existing WFMSs allow for the so-called implicit choice, i.e., a choice resolved by the environment rather than the system. To summarize we would like to state that, although the relevance of PAISs is undisputed, many fundamental problems remain to be solved. In the remainder of this article, we will try to shed light on some of these problems. Wednesday, June 19, 13
  • 59. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com BPMNs  begræsninger 42 “Good standards for business process modelling are still missing and even today’s WFMSs are too rigid” Process-Aware Information Systems: Design, Enactment, and Analysis Wil M.P. van der Aalst Department of Mathematics and Computer Science, Eindhoven Universit nology, P.O. Box 513, NL-5600 MB Eindhoven, w.m.p.v.d.aalst@tue.nl Abstract. Process-aware information systems support operational busi cesses by combining advances in information technology with recent from management science. Workflow management systems are typical of such systems. However, many other types of information systems “process aware” even if their processes are hard-coded or only used i (e.g., ERP systems). The shift from data orientation to process orientatio creased the importance process-aware information systems. Moreover, analysis techniques ranging from simulation and verification to proces and activity monitoring allow for systems that support process improv various ways. This article provides an overview of process-aware inf systems and also relates these to business process management, workfl agement, process analysis techniques, and process flexibility. Keywords: Process-Aware Information Systems, Workflow Manageme ness Process Management, Petri Nets, Process Mining, Process Verificat ulation 1 Introduction Information technology has changed business processes within and betwe prises. More and more work processes are being conducted under the su of information systems that are driven by process models. Examples a flow management systems such as FileNet P8, Staffware, WebSphere, and YAWL and Enterprise Resource Planning (ERP) systems such as Oracle. Moreover, many domain specific systems have components d (process) models. It is hard to imagine enterprise information system unaware of the processes taking place. Although the topic of busines management using information technology has been addressed by co 1 by Skip Ellis it is important to learn from these ups and downs. The failures in the eighties can be explained by both technical and conceptual problems. In the eighties networks were slow or not present at all, there were no suitable graphical interfaces, and proper development software was missing. However, there were also more fundamental problems: a unified way of modeling processes was miss- ing and the systems were too rigid to be used by people in the workplace. Most of the technical problems have been resolved by now. However, the more conceptual problems remain. Good standards for business process modeling are still missing and even today’s WFMSs are too rigid. One of the great challenges of PAISs is to offer both support and flexibility. Today’s systems typically are too rigid, thus forcing people to work around the system. One of the problems is that software developers and computer scientists are typically inspired by processes inside a computer system rather than processes outside a computer. As a result, these engineers think in terms of control systems rather than support systems. This explains that few of the existing WFMSs allow for the so-called implicit choice, i.e., a choice resolved by the environment rather than the system. To summarize we would like to state that, although the relevance of PAISs is undisputed, many fundamental problems remain to be solved. In the remainder of this article, we will try to shed light on some of these problems. • BPMN processer beskriver procedurer • Men hvad hvis vi bliver nød til at bryde proceduren ? • Hvordan får vi beskrevet kravene til proceduren ? Wednesday, June 19, 13
  • 60. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Fores5l  dig  en  BPMN-­‐GPS.... 43 Du kan se ruten - men den er givetvis baseret på et gammelt kort og regler, som du iøvrigt ikke kan se. Wednesday, June 19, 13
  • 61. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Hvad  vi  ønsker... 44 Du kan se ruten og kort - og hvis du afviger, eller regler eller kort ændrer sig undervejs så kan kort, regler og rute nemt opdateres Wednesday, June 19, 13
  • 62. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Beslutningsmodellering • Adskil beslutninger og proces • Nemmere at opdatere og genbruge • Indfører ikke unødvendige rækkefølger i beslutningslogikken 45 Wednesday, June 19, 13
  • 63. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Option 1 Option 2 Option 3 Rule Conditions Conclusion Person Employment Person Credit Eksempel 46 Option 1 Option 2 Wednesday, June 19, 13
  • 64. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Impera5v  vs  Deklara5v 47 Option 1 Option 2 3 Procedural vs. Declarative Solutions : The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/Taylor & Francis LLC. Reprin Option 2 Option 3 Rule Pattern 1 is Low is Good = "A" 1 is Low is Bad = ? 1 is High is Good = ? 1 is High is Bad = ? Conditions Conclusion Person Debt Person Employment History Person Credit Rating Process Model Rule Family Table Decision Model Diagram Wednesday, June 19, 13
  • 65. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com The  Decision  Model 48 • A patented way of describing Decision Logic proposed by von Halle and Goldberg • Business Decision Maturity Model (BDMM) • Graphical presentation • Normalization to eliminate redundancies Figure 1 Decision Model Diagram Source: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/T with the permission of the Publisher.) Building Test Cases for the Decision Model Consider the Decision Model example found in the Decision Model Primer, a Figure 1. The Decision Rule Family for this Decision Model is shown in Table 1 Policy Renewal Method Policy Tier Within Bounds (P2, P3) Policy Renewal Override (P1), (P3) Policy Renewal Override Insured Major Ownership Change (P2) Insured Major Location Change (P1) Policy Annual Premium (P3) Policy Discontinued Agent (P4) Policy Manual Flag (P5) Insured Major Ownership Change Insured Minority Stockholder(P2) Insured Majority Stockholder(P3) Insured Board Change(P1) Insured CEO Change (P1)(P3) Insured Major Location Change Insured Location Zip-5 (P1) Insured Location Occupied Square Footage (P2) Insured Location Construction (P3) Policy Tier Within Bounds Policy Discount (P2) Policy Tier(P1)(P2) Policy Discount Policy Grade (P1) Package Grade (P1) Package Discount (P1) Location State Category (P1) Determine Policy Renewal Method Figure 1 Decision Model Diagram Source: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/Taylor & Francis LLC. Reprinted with the permission of the Publisher.) Building Test Cases for the Decision Model Consider the Decision Model example found in the Decision Model Primer, and contained in Figure 1. The Decision Rule Family for this Decision Model is shown in Table 1. Conditions Conclusion Pattern Policy Manual Override Policy Tier Within Bounds Policy Renewal Method 1 Is Yes is Manual Renewal Process 2 is No is Manual Renewal Process 3 Is No is Yes is Automatic Renewal Process Table 1 Decision Rule Family Source: The Decision Model (von Halle & Goldberg) © 2009 Auerbach Publications/Taylor & Francis LLC. Reprinted with the permission of the Publisher.) Policy Renewal Method Policy Tier Within Bounds (P2, P3) Policy Renewal Override (P1), (P3) Policy Renewal Override Insured Major Ownership Change (P2) Insured Major Location Change (P1) Policy Annual Premium (P3) Policy Discontinued Agent (P4) Policy Manual Flag (P5) Insured Major Ownership Change Insured Minority Stockholder(P2) Insured Majority Stockholder(P3) Insured Board Change(P1) Insured CEO Change (P1)(P3) Insured Major Location Change Insured Location Zip-5 (P1) Insured Location Occupied Square Footage (P2) Insured Location Construction (P3) Policy Tier Within Bounds Policy Discount (P2) Policy Tier(P1)(P2) Policy Discount Policy Grade (P1) Package Grade (P1) Package Discount (P1) Location State Category (P1) Determine Policy Renewal Method Wednesday, June 19, 13
  • 66. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Deklara5ve  processer • Kravene til processerne kan også angives deklarativt • Istedet for en procedure, beskrive krav til rækkefølge mellem hændelser/aktiviteter • To grundlæggende krav: Betingelser og opfølgninger (på engelsk: Conditions and responses) • Hændelser/aktiviteter kan udelukke og inddrage andre hændelser/aktiviteter i processen • Notation: Dynamic Condition Response Graphs 49 Wednesday, June 19, 13
  • 67. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 Wednesday, June 19, 13
  • 68. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 Wednesday, June 19, 13
  • 69. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 Wednesday, June 19, 13
  • 70. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 condition and response Wednesday, June 19, 13
  • 71. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com condition Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 condition and response Wednesday, June 19, 13
  • 72. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com condition Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 condition and response Wednesday, June 19, 13
  • 73. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com condition Beløb registreres godkend Fakturaeksempel  igen 50 “Når en  faktura modtages skal data for fakturaen tastes ind i faktureringssystemet (hvis ikke data automatisk er overført ved elektronisk fakturering), hvorefter den skal godkendes. Hvis beløbet er mindre end 1000 Euro skal kun den ansvarlige for udgiften godkende fakturaen. Hvis beløbet er større end 1000 Euro skal den nærmeste leder også godkende. Hvis beløbet er større end 20000 Euro, skal direktøren også godkende. Når alle der skal godkende har godkendt registreres betalingen i faktureringssystemet.” Betaling registreres Godkendt af direktør Godkendt af nærmeste leder Godkendt af medarbejder faktura modtaget Beløb ikke over 1000 Beløb ikke over 20000 Beløb over 1000 Beløb over 20000 condition and response exclude exclude include include Wednesday, June 19, 13
  • 74. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Design  and  Simula5on 51 Wednesday, June 19, 13
  • 75. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Tid  5l  en  pause  ! 52 • Prøv evt. at hente DCR-Graf editoren • http://www.itu.dk/research/models/wiki/ index.php/DCR_Graphs_Editor Wednesday, June 19, 13
  • 76. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Opgave:  Egen  proces • “Find” din egen proces i din beskrivelse: • Hændelser/aktiviteter, aktører, • Lav model af krav som DCR Graf: Conditions, responses, exclusions, inclusions • Beskriv en procedure som BPMN proces • Sammenlign BPMN proces med DCR Graf 53 Wednesday, June 19, 13
  • 77. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Konklusioner • BPMN kan bruges til at beskrive procedurer - med henblik på bla. dokumentation, krav, analyse, digitalisering, automatisering,... • Digitaliseres/automatiseres en procedure bliver processen hurtigt for rigid • Deklarativ beslutningsmodellering og procesmodellering kan bruges til at beskrive krav så beslutninger og processer forbliver fleksible mht udførsel og ændringer 54 Wednesday, June 19, 13
  • 78. Design af (digitale) processer, 19. juni 2013 VidenDanmark  AkademiThomas.Hildebrandt@gmail.com Opsamling  og  evaluering 55 Wednesday, June 19, 13