Dynamic Processes & DMN - Accelerators for the digital transformation

© OPITZ CONSULTING 2017
Informationsklassifikation:
Öffentlich
 Überraschend mehr Möglichkeiten
Accelerators for the digital transformation
Danilo Schmiedel, Sven Bernhardt
Dynamic Processes & DMN

ÖffentlichDynamic Processes & DMN Seite 2
OPITZ CONSULTING - A success story since 1990
 Our Mission: Help organizations to leverage the possibilities of digitalization
to be different, better and faster than their competitors
 Owner-led company with
 400+ consultants
 11 locations in Germany and Poland
Danilo Schmiedel

 Managing Consultant
 Lead for Competence Center Cloud
About us
Sven Bernhardt
 Solution Architect
 Technical Lead for API Management

ÖffentlichDynamic Processes & DMN
BPM
?

Öffentlich Seite 4
Agenda
1
2
3
4
Status quo BPM
Structured & Unstructured Processes
Decision Modeling
Summary

Öffentlich Seite 5
Status quo BPM
1

Status quo BPM
Thesis 1: BPM is still relevant!
 Search with Google for ”Business
Process Automation” returns
> 26.000.000 results
 Benefits:
 Increased business transparency
 Decreased operational costs
 Discovering optimization opportunities
Thesis 2: BPM is dead!
 Search with Google for ”Business
Process Management is dead”
returns ~ 8.170.000 results
 Processes are no longer in the
spotlight
 Other topics are in the focus
 Digital transformation & Cloud
 Analytics & Big Data
 Machine Learning & AI

Areas of activity for workflow automation
Standardization
Differentiation
InnovationNew ideas
Better ideas
Typical ideas
Customer-specific solutions
Standard Software solutions
Systems of Innovation
Systems of Differentiation
Systems of Record
Based on Pace Layered Application Strategy, Gartner 2012

“Prozessmanagement ist der
Tod der Innovation!”
Prof. Dr. Gunter Düeck, 2013

“Geschäftsprozesse sind die
Algorithmen eines Unternehmens”
Jakob Freund (CEO | camunda), 2017

Our opinion: The truth is something in between!
 Yes it is right - BPM is definitely in the anti-hype software category
 Issues with BPM
 It wasn’t possible to establish a common understanding of BPM between vendors, business and IT
 Sometimes it's hard to describe complex problems with a rigid process model.
 BPM promises could not be kept (fast development cycles, improvements at scale,
self-service solutions, etc.)
 BPM was understood as a tool or platform and not as a discipline
 BPM has often been treated as a holistic enterprise approach
 BPM was driven only by IT (in some companies)
 In today's agile and fast-moving world, another look at BPM is necessary
 The focus is on the actual workflow with a smaller scope.
 More specific use cases, no longer enterprise-wide focus.
 Use BPM to differentiate and standardize. Innovation might be solved in a different way.

Areas of activity for workflow automation
Standardization
Differentiation
InnovationNew ideas
Better ideas
Typical ideas
Customer-specific solutions
Standard Software solutions
Systems of Innovation
Systems of Differentiation
Systems of Record
Based on Pace Layered Application Strategy, Gartner 2012

Öffentlich Seite 12
2

Typical fields of interest for Workflows
Document-Centric
Marketing Asset Management
Training Document Creation
Apps Customization
Extend standard applications
with custom functionality
PaaS4SaaS
Human-Centric
Approval Processes
Claim Management

 Processes or subprocesses with:
 Activities may be executed more than once
 Some activities are mandatory, some are optional
 There are manual and automated activities
 Activities from different phases can relate to each
other
 Going back to preciding activities or phases is
possible
 During runtime there may be need for ad hoc
activities, e.g. when a colleague has to be involved
 Activities are executed by different roles:
 A security concept controls, if an activity can be
executed.
 For better scaling, work has to be distributed
Level of detail 1
Level of detail 2
The challenge with structured (or rigid) processes

Source: The Forrester Wave™: BPM Suites,
Q1 2013, Clay Richardson and Derek Miers, March 11, 2013

Structure & Unstructured Processes
with Oracle Process Cloud Service

Dynamic (Unstructured) Processes
Stage based Modeling
 Use Case:
 Process is divided in large groups of tasks (Stages
or Phases) with a dynamic phase execution order.
 Tasks within a Stage are executed based on
declarative rules over the process context
 Examples:
 Labor Dispute, City Permit, Fraud Charge Dispute.
Popular in Public Sector, Insurance and Finance
 Details:
 Dynamic variation of Case Management
 Stages entry/exit, activity entry/exit conditions based
on rules and external intelligent services
• Process is described in stages that can be executed
sequentially or in parallel
• Tasks within a stage can be conditionally activated and
executed based on simple declarative rules

Adaptive Processes
not available yet
 Use Case:
 Dynamic Process where parts of the process are
routed and activated combining process context and
external intelligence sources like AI Apps for best
decisions (not simply expression rules)
 Examples:
 Best Service Offer, Best Financial Package Offering
 Details:
 Advanced dynamic process execution
 Leverages external intelligence sources (i.e.: AI Apps)
that utilize Machine Learning and Predictive
techniques to support best decisions for a process
Leverages
Intelligence
ML-based
Recommendations

Dynamic Processes – Modeling Capabilities

Dynamic Processes – Modeling Capabilities
 Group activities in Stages
 Supported Activities: User, Process and
Milestone
 Activation and Termination conditions
for Stages and Activities

Task EngineDMS Process Engine
System
Integration
Suggest Next Step
Knowledge Area
Quick Overview
Related Docs
Audittrail / Analytics
History
Navigation
Runtime User Experience
How could a User Interface for Dynamic Processes look like?

Runtime User Experience for Dynamic Processes
360 View for
Knowledge Workers
Discrete Tasks assigned
to
specific Workers

Öffentlich
Demo 1

Öffentlich
Demo 2

Decision Modeling
3

The role of business rules in processes
 Business Rules describe core policies and decision and should be handled
accordingly
 Separate the Decision logic from the Business flow logic
 Decoupled Lifecycle Management for Business Rules
 Split responsibilities
 Goals:
 Ensure agility
 Ensure Business continuity
 Further comprehensibility and transparency

Criteria for potential business rule candidates
 Volatility
 Does the decision have a more static or
dynamic character?
 Reusability
 Is the decision logic only used in one place
or is it re-used in other places also?
 Impact
 What is the business impact, if a rule is not
up-to-date?
 Compliance
 How relevant is a decision with respect to
legal regulations?
0
1
2
3
4
Volatility
Reusability
Impact
Compliance
Business Rule candidate
evaluation
RC1 RC2 RC3 RC4

Separate flow from decision logic to avoid Anti-patterns!

Don’t implement complex decision logic within the flow!
Expense restrictions:
Lunch < 25
Dinner < 45
Taxi < 75
Hotel < 150

DMN is for business rules, what BPMN is for processes
 Decision Model and Notation (DMN) is a industry standard for modeling
and executing decisions that are determined by business rules
 DMN is not owned by a certain enterprise but by an institution (OMG)
 DMN defines
 Decision Requirements Graph (DRG) & Decision Requirement Diagram (DRD) to depict
decision domains
 Decision tables for expressing decision logic
 Decisions can be modeled and executed using the same language
 Developed by people having decades of experience with business rule
management

DRD: Decision meta model
Expense
Compliance
Expense
Report
Expense
Compliance
Financial
Dept.
Expense
Policy
Input Data
Decision
Business
Knowledge
Knowledge
Source
Information
Requirement
Knowledge
Requirement
Authority
Requirement

Decision table: Implementation technique for decisions

Oracle DMN Decision Service
 Microservice with independent Lifecycle
 Easy integration from PCS
 Callable from any REST client
Oracle Process Cloud
Service
Oracle DMN Decision
Service

DMN Decision Service functionalities in a nutshell
 Top Down Decomposition Modeling
 Rich set of Decision Implementation Options
 Expose decision via multiple Services with common input parameters
 Runtime REST Stateless Performant Decision Services
 Multiple Versioning Options
 Snapshot-based approach
 Multiple Versions
 Patching (overwrite)
 On the fly changes
 Built-In Testing Capabilities

Include DMN Decision Service in the process

Öffentlich
Demo 3

Summary
 BPM is not dead, but another look at BPM is necessary!
 The attention should be on the actual workflow with a
smaller scope
 Don’t lose yourself in enterprise-wide focus and keep it
simple
 Use a combination of structured and unstructured process
implementations according to your requirements
 Separate process flow logic from decision logic
 Oracle PCS has a rich toolset, but integration to automated
testing and CI/CD is missing today!
 Use BPM to differentiate and standardize
 Innovation might be solved in a different way
4

Q & A

We’re the engine of digital transformation!
OC|Lab ®
Download:
http://tinyurl.com/y9k687o5

Öffentlich
 Überraschend mehr Möglichkeiten
@OC_WIRE OPITZCONSULTING opitzconsultingWWW.OPITZ-CONSULTING.COM
Seite 40
Contact us!
Danilo Schmiedel
Managing Consultant Solutions | Oracle ACE Director
OPITZ CONSULTING Deutschland GmbH
Tempelhofer Weg 64, 12347 Berlin, Germany
Phone: +49 173 7279001
Mail: danilo.schmiedel@opitz-consulting.com
@dschmied
http://inside-bpm-and-soa.blogspot.com
Sven Bernhardt
Solution Architect | Oracle ACE
OPITZ CONSULTING Deutschland GmbH
Kirchstrasse 6, 51647 Gummersbach, Germany
Phone: +49 172 2193529
Mail: sven.bernhardt@opitz-consulting.com
@sbernhardt
https://svenbernhardt.wordpress.com

Öffentlich
3 Membership Tiers
• Oracle ACE Director
• Oracle ACE
• Oracle ACE Associate
bit.ly/OracleACEProgram
500+ Technical Experts
Helping Peers Globally
Connect:
Nominate yourself or someone you know: acenomination.oracle.com
@oracleace
Facebook.com/oracleaces
oracle-ace_ww@oracle.com
Dynamic Processes & DMN 41

Dynamic Processes & DMN - Accelerators for the digital transformation

Recomendados

Recomendados

Mais conteúdo relacionado

Mais de OPITZ CONSULTING Deutschland

Mais de OPITZ CONSULTING Deutschland (20)

Último

Último (20)

Dynamic Processes & DMN - Accelerators for the digital transformation