Eindhoven University of Technology Faculty of Technology Management

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1 Workflow/Business Process Management Introduction business process management and workflow management Eindhoven University of Technology Faculty of Technology Management Department of Information Systems P.O. Box 513 5600 MB Eindhoven The Netherlands [email protected] Wil van der Aalst

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Eindhoven University of Technology Faculty of Technology Management Department of Information Systems P.O. Box 513 5600 MB Eindhoven The Netherlands [email protected]. Workflow/Business Process Management Introduction business process management and workflow management. - PowerPoint PPT Presentation

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Workflow/Business Process Management

Introduction business process management and workflow management

Eindhoven University of TechnologyFaculty of Technology ManagementDepartment of Information SystemsP.O. Box 513 5600 MB EindhovenThe [email protected]

Wil van der Aalst

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Overview of this course

Workflow management

Relation with BPR

Techniques for business process modelling

(Re)design of workflows

Analysis of workflows

Resource management

Workflow management systems

StaffwareProtos Concepts

With or without WFMS

Logistical aspects

Guidelines

process mining

Adaptive workflowInterorganizational workflow

Business Process Management

FLOWerSimulation

Patterns

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Relevant WWW sites

• http://www.workflowcourse.com

• http://www.workflowpatterns.com

• http://www.processmining.org

• http://is.tm.tue.nl/

• http://is.tm.tue.nl/staff/wvdaalst• http://www.wfmc.org

• http://www.aiim.org

• http://www.waria.com

• http://www.workflow-research.de

• http://www.sigpam.org

• http://www.pallas-athena.com/

• http://www.staffware.com

• http://is.tm.tue.nl/research/woflan/

• http://www.exspect.com

• http://www.ids-scheer.com

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WARNINGIt is not sufficient to understand the workflow

models. You have to be able to design them yourself !

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WARNINGStart early with the assignment and tools: You really

need the time !!

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Context- role of models and trends -

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Focus on models

Operational process I nf ormation

System

Model

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Some trends in Information Systems

1. From programming to assembling

2. From data orientation to process orientation

3. From design to redesign and organic growth

operating system

generic applications

domain specific applications

tailor-made applications

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Before BPM: WFM- workflow management -

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Workflow managementGoal

To manage the flow of work such that the work is done at the right time by the proper person.

Definitions

A workflow management system (WFMS) is a software package that can be used to support the definition, management and execution of workflow processes.

A workflow system (WFS) is a system based on a WFMS that supports a specific set of business processes through the execution of computerized process definitions

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Relevance of workflow management systems

Trend:

Processes:

• are becoming more important (BPR)

• are subject to frequent changes

• are becoming more complex

• are increasing in number

Workflow Management System

OS OS OS OS

DB

MSappl. appl.

DB

MS

DB

MS

WF

MS

appl.

appl

.

UIMS UIMS

1965-1975 1975-1985 1985-1995 1995-2005

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The basic idea:

• separation of processes, resources and applications

• focus on the logistics of work processes, not on the contents of individual tasks

processes resources

applications

WFMS

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BPM: The next step- business process management -

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Business Process Management (BPM)

• “True Business Process Management is an amalgam of traditional workflow and the 'new' BPM technology. It then follows that as BPM is a natural extension of – and not a separate technology to – Workflow, BPM is in fact the merging of process technology covering 3 process categories: interactions between (i) people-to-people; (ii) systems-to-systems and (iii) systems-to-people – all from a process-centric perspective. This is what true BPM is all about.” Jon Pyke, CTO Staffware.

• “…a blending of process management/workflow with application integration.” David McCoy, Gartner Group

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Alternative view on BPM: The BPM life-cycle

processdesign

implementation/configuration

processenactment

diagnosis

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1993

processdesign

implementation/configuration

processenactment

diagnosis

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1998

processdesign

implementation/configuration

processenactment

diagnosis

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2003

processdesign

implementation/configuration

processenactment

diagnosis

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2008 ???

processdesign

implementation/configuration

processenactment

diagnosis

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BPR, CPI, Office logistics- relationships to other domains -

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Business Process Reengineering (BPR)(Business Process Redesign)

• Hammer and Champy: "Reengineering the corporation" (1993)

• Keywords:

– fundamental

– radical

– dramatic

– process

• The "organize before automate"-principle is replaced by "process thinking".

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Processes and the organization

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Continuous Process Improvement (CPI)• Instead of of seeking a radical breakthrough, optimizing the process

by continuous, incremental improvements.

• Part of the Total Quality Management (TQM) approach("doing it right the first time", "eliminate waste", ...)

high

low

low high

impa

ct

frequency

BPR

CPI

chaos

stagnation

chan

getime

BPR

BPR

CPI

CPI

CPI

BPR and CPI are both process centric and can be supported by a WFMS.

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Differences between information logistics and production logistics

• Making a copy is easy and cheap.

• There are no real limitations with respect to the in-process inventory.

• There are less requirements with respect to the order in which activities are executed.

• Quality is difficult to measure.

• Quality of end-products may vary.

• Transportation of electronic data is timeless.

• Production to stock is seldom possible.

• Loops or rework occurs frequently in administrative processes, but are very seldom or even impossible in production processes.

• The customer (can) influence(s) the handling in an administrative process.

The difference between design and control is fading!

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History and CSCW- the WFM/BPM market -

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CSCW spectrum

data centric process centric

un

stru

ctu

red

stru

ctu

red production workflow

(e.g., Staffware)

ad-hoc workflow(e.g., InConcert)

groupware(e.g., Outlook)

database application(e.g., SAP R/3)

case handling(e.g., FLOWer)

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Refined view (without datbase applications)

explicitlystructured

implicitlystructured

ad-hocstructured

unstructured

data-driven process-driven

ad-hoc workflow

groupware

productionworkflow

case handling

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Trade-offs

ad-hocworkflow

groupwareproductionworkflow

casehandling

low

high

designeffort

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humanoriented

systemoriented

groupware

workflow

transactionprocessing

P2P=

PersonTo

Person

A2P=

ApplicationTo

Person

A2A=

ApplicationTo

Application

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Focus on "classical" workflow management systems, but ...

Four types of "workflow-like" systems:

1. Information systems with hard-coded workflows (process& organization specific).

2. Custom-made information systems with generic workflow support (organization specific).

3. Generic software with embedded workflow functionality (e.g., the workflow components of ERP, CRM, PDM, etc. systems).

4. Generic software focusing on workflow functionality (e.g., Staffware, MQSeries Workflow, FLOWer, COSA, Oracle BPEL, Filenet, etc.).