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Transcript of Future Process
Future Process
Prof Michael Rosemann, Head of the Information Systems Discipline & Co-Leader of the BPM Research Group, QUT
Keynote presentation
2
© ProcessDays 2010, 29 July
ProcessDays 2009
The best way to predict the future is to create it.Peter Drucker
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© ProcessDays 2010, 29 July 4
Agenda
• The Internet of Things
• Process Choreography as a Service
• Process Design as a Services
• Interactive Process Modelling
© ProcessDays 2010, 29 July
The Token: From Forgotten to Trusted- Or: The Internet of Things
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© ProcessDays 2010, 29 July
Example 1: The Q Card
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© ProcessDays 2010, 29 July
Example 2: SmartGate / e-Passport
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© ProcessDays 2010, 29 July
Example 3: Paypal's Bumper Payment
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© ProcessDays 2010, 29 July
Example 4: Monitoring the Bijlmer Euro
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© ProcessDays 2010, 29 July
Example 4: Monitoring the Bijlmer Euro
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© ProcessDays 2010, 29 July
From the Token to Process Specialisation
• Case Study:Princess Alexandria Hospital, Brisbane
• Traumatology Department– How do we work on Sundays?– What are the differences in our clinical
pathways if trauma expert X is not present?– What differentiates the processes of the four
trauma levels?
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© ProcessDays 2010, 29 July
Recording 29TB of Trauma Cases
Database of allrecorded trauma cases
24/7 Audio &Video recording
Resuscitation room
Scope and cut traumacases for processing
© ProcessDays 2010, 29 July
Step 1: Querying
ConductX-Ray
HandoverPatient
Place IVAccess
ConductX-Ray
HandoverPatient
Place IVAccess
PatientArrival
Preparation
Patient Arrival
Preparation
ConductX-Ray
HandoverPatient
CoveringPatientArrival
Preparation
How were well performed trauma cases been conducted last month?
Trauma CaseDatabase
Case 12
Case 25
Case 27
Query and filter all caseswhich occurred last monthand which performed well
© ProcessDays 2010, 29 July
Step 2: Late Merging
ConductX-Ray
HandoverPatient
Place IVAccess
ConductX-Ray
HandoverPatient
Place IVAccess
PatientArrival
Preparation
Patient Arrival
Preparation
ConductX-Ray
HandoverPatient
CoveringPatientArrival
Preparation
Case 12
Case 25
Case 27
ConductX-Ray
HandoverPatient
Place IVAccess
ConductX-Ray
HandoverPatient
PatientArrival
Preparation
Covering
The filtered cases are merged into one processmodel
© ProcessDays 2010, 29 July
Step 3: Process Model will be enrichedwith Contextual Information
ConductX-Ray
HandoverPatient
Place IVAccess
ConductX-Ray
HandoverPatient
PatientArrival
Preparation
Covering
Case related- Avg. Resources: 5- Avg. ETA: 15min- Trauma Alerts: 2- Trauma Attends: 1- Patient Treatment: 28min- Func. Restoration: 17min
- Pelvis (3min - 8min)- Chest (2min - 18min)- Spine (2min – 21min)
- Staff went through checklist- Staff introduced each other- Whiteboard applied: 2/3
- Report to ED Consultant- Duration: Avg. 7min
- Duration: Avg. 4min
© ProcessDays 2010, 29 July
Lifecycle of Contextual Models
© ProcessDays 2010, 29 July
ProcessDays 2009- From Tracking Models to Tracking Tokens
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Traumatology @ PAHospital3.2.4 Emergency Room | Brisbane, AustraliaNew role assigned to patient triage
Security Check @ Brisbane AirportBAC 1.3.4 Security Check | Brisbane, AustraliaAverage Throughput time for all activities updated
A dhoc L egalS uppor t
com pl eted
At va ri ous st ages oth er t han t heexpl ici t ly shown event s/ i nter f acesLegal S uppor t m ight jum p back to t hatprocess.
Legal S uppor t( post C C)compl et ed
Lega l Suppor tr ecei ved (post
j udgm ent)
D eterm ine t ypeof l egal supp ort
Ref er cl aim toLegal Servi ces
Legal S uppor tr equi r ed
Fi l e r ef err ed t oLegal Su ppor t
(p ost CC )
LegalA ssist ant
R ecord da te ofref er r al
com pl eti on
Legal base
Legal Advicefr om ext ernal
provid er
Cour t O rde r
Cou rt O rder
Legal Advi cefr om e xternal
provi der
S tand ard 03l et ter
Legal Bri ef(C D07)
i Docs
Cour tap pli cati on
CC R eview
Recei pt f il e
Legal base
Cate gori se fi le
i Docs
Legal B ri ef(C D07)
S tanda rd 03l et ter
CC R eview
Fil e is L egalR efer ral
Fi le is al locat ed
Provi de wr it t enadvi ce
Legal S ervi cesA dvice
Re turn fi le t ocl ai ms handl er
All ocat e f il e toLegal Panel
Ge nerat e let t er ofi nstr uct io n
Send l ett er t oLegal Panel
iD ocs
Record l i ti gat iondr iver s
Let ter ofIn st r uct ion
Al l fu ncti ons i n thi s proce ss are ca rr i edout by a Sol ici tor if not show n ot herw ise.
Det erm i ne i fr esearch i srequi re d
Resea rch i srequi r ed
U nder take le galr esearch
Ext ernalA ssi stan ce is
requi re d
Engage Ext erna lProvi der
Recei ve legaladvi ce f r om
e xternal provi der
C ourt att endan cenot r equir ed
L iase wi thclai man t/ agent
C onfi rm out com ein w ri ti ng
G enerate le tt er t oclai man t/ agent
i Docs
S tanda rd 03l et ter
At te nd c ourt
R ecei ve cour tdeci sion
Al locat e fi le
Liasi on wi thCl aim ant / A gent
not r equi red
Com pl etecom pul sory
con ferenci ngrevie w
CC Revi ew
Q M S
MS RC om pulsor yConf eren ceProcedure
Con tactcla im ant /agent
Resol uti onwi tho ut cour tappli cat ionpossibl e
Generat e l et terconfi rmi ngagreemen t
Recei ve cou rtap pli cat ion f rom
clai m ant
At t end cour t
R ecordcom pu lsor yconferenced ri ver s
Send fi le andl et ter to Legal
Panel
R ecei ve C Crevi ew fr omLega l Panel
C heck qu ali t y ofl egal advi ce
Q uali t y i sap propr i ate
Re cord r et urn off il e
Tel ephone LegalP rovi der to
di scuss
Qua li ty ofLegal advi ce50% n o.. .
Al locat e f il e
Legal base
Generat eAl locat i on F ormAl locat i on
Form
Q MS
M S Out loo k
Revi ew f il e
Legal ServicesFi l e Re view
A ddit i onalI nform at ion not
r equi red
Gat herInf ormat i on
Com pl ete SE TTAct ion Pl an
SET T A cti onPlan
Legal base
Per form ot heracti ons ifr equi red
Legal S upp ort
Fil e is Lit i gati on
Resea rch i s notr equi re d
Exte rnalAssist ance i s not
requi r ed
Cour t at te ndancere quir ed
Li asion w it hCl ai mant / Agent
req uir ed
Resol ut ionrequi r es cou rt
appli cati on
Recei ve cou rtdeci sion
Q ual it y i s notappropr i ate
A ddit ion alInf ormat i onrequir ed
Legal base
Engage Ext ernalP ro vider
R eceive le galadvi ce fr om
exte rnal provi der
Legal base
ExternalA ssi st ance is
requi r ed
Legal base
Ext ernalAssi stan ce i s n ot
r equir ed
Legal base
Legal base
Al lo cate fi l e t oLega l Panel
Generat e l et ter ofin st r uct ion
i Do cs
Let t er ofI nstr uct i on
L egalba se
L egalba se
L egalba se
A gree t o m eet ingdet ail s w it h
int ern alpart i cipa nts
I nvest igat e inj ur yI nvesti gat e
li abil it y
I nvest igat e inj ur y I nvesti gat e l i abil i ty
Fil e is Lim i tat ionRevi ew
Fil e isCo mp ulsor yC onfe rence
Re viewFil e is SETT
St andard 03let t er
Ag ree on SETTAct ion Pl an i n
m eet ing
Last cha nge: 2004- 05-13 17: 06:13
Ref er ralFi l es t oLegal
Services
P roced ure i s r ele vantf or t he whol e process
Com es back t o w here i t w as i ni ti at ed
LegalA ssist ant
LegalA ssist ant
LegalA ssist ant
LegalA ssist ant
Le galAssi stan t
LegalAssi stan t
LegalAssi stan t
LegalA ssi st ant
LegalA ssi st ant
LegalA ssi st ant
Le gal Suppo rt(Li abi li ty)
com pl eted
Legal Su ppor t(I nj ur y)
com pl ete d
L egal Suppo rt i s a ser vi ce process th at canbe t r iggered by more tha n one ot her pro cess.
When j um ping t o Le gal Suppor t keep i n m i nd w hereyou cam e f r om. Af ter you w ent t hrough
Legal S uppor t you have to j ump back t o t hat p roce ss .
CT P Cla im sSupervi so r
Cla im s H andle r
S enio rManage r
CT P Cla im sTeam Leader
Law yer
Provide verbaladvi ce t o C lai m s
Handl er
Leg al Accessrequi r ed
Di scuss i ssue
Issue does notrequi r e l egal
re fer r al
Legal R efer ralr equi r ed
Recordconsult at ion
Legal baseLega l Access
Record
Leg al Accessco mpl et ed
Cl aim s Handl er
LegalA ssist ant
A dhoc Le galSu ppor t req uir ed
At var i ous st ages oth er t hanth e expl i cit ly show nevent s/i nte rf aces Legal Su ppor tm ight b e r equi red .
Legal Supp ort(p ost Li ti gat ion)
com pl eted
Legal S uppor t i s a servi ce process t hat canbe tr i ggered by m ore t han one othe r process.
When jum pi ng t o Legal Su pport keep i n mi nd whereyou ca me fr om . Af t er you we nt th rou gh
Lega l Suppor t you have t o j um p b ack t o tha t process .
G o b ack t o Clai m s M anagem ent
Fi le r efer r ed toLe gal Suppo rt
( post ju dgem ent )
Cl aim not set tl ed/ Lit i gati on
com men ced
C omi ng fr om C lai m s M anagem ent
Qual it y of legaladvi ce fr omthe Pane. ..
Fil e ref er r ed t oLegal Suppor tp ri or t o CC
Legal Suppor tp ri or t o CCcomp let ed
Payment Claims @ QUTQUT 2.4.6 Business Rule | Brisbane, AustraliaNew Policy for hospitality claims from 6 August 2009
You follow 3 processes
Processes / Name
© ProcessDays 2010, 29 July
Twitter – Process Monitoring as a Service
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© ProcessDays 2010, 29 July
Track a Parcel- usetrackthis.com
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© ProcessDays 2010, 29 July 20
© ProcessDays 2010, 29 July
Follow the Crème Brulee
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© ProcessDays 2010, 29 July
How Long?
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© ProcessDays 2010, 29 July
IPhone/IPad App: DL Wait Times
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© ProcessDays 2010, 29 July
Process Monitoring by the Crowd
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© ProcessDays 2010, 29 July
How Could This Have Been Prevented?
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© ProcessDays 2010, 29 July
Relevant Implications of the Internet of Things
• Facilitated process monitoring by the crowd– Bijlmer Euro
• Emerging process monitoring by the crowd– Disney Land
• Monitoring the crowd– Love Parade
• Competitive advantage through process monitoring– Crème Brulee
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© ProcessDays 2010, 29 July 27
Agenda
• The Internet of Things
• Process Choreography as a Service
• Process Design as a Service
• Interactive Process Modelling
© ProcessDays 2010, 29 July
ProcessDays 2009- Process Choreography as a Service
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© ProcessDays 2010, 29 July
Examples for Extreme Servicisation- Process Choreography as a Key Competence
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© ProcessDays 2010, 29 July
But: 235,147 Apps....and no Processes
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© ProcessDays 2010, 29 July
The Christmas Value Chain
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© ProcessDays 2010, 29 July
The Travel Value Chain
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© ProcessDays 2010, 29 July
Apps-Supported Process
© ProcessDays 2010, 29 July
Process Choreography as an ‘App’
• App ≠ Service
• additional value proposition to users• ‘process as a service’• demand-based App development (pull, not push)
• 2011: Contextualised process execution as a service
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© ProcessDays 2010, 29 July 35
Agenda
• The Internet of Things
• Process Choreography as a Service
• Process Design as a Service
• Interactive Process Modelling
© ProcessDays 2010, 29 July
CIO Summit 2010 (2-4 August)
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© ProcessDays 2010, 29 July
The Service-oriented Enterprise- From SOA to SOE
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CIO CPO CFO
RiskManagement
ProjectManagement
BusinessAnalysis
ProcessManagement
ChangeManagement
InnovationManagement
PerformanceManagement
KnowledgeManagement
InformationManagement
ArchitectureManagement
© ProcessDays 2010, 29 July
Process Management as a Service (1/4)
• Abstraction– abstract from BPM methods and tools as they do not matter
to the service consumer
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Six Sigma
ARIS
Lean Management
BPMS
To-Be-Model
Process Architecture
ProcessManagement
© ProcessDays 2010, 29 July
Process Management as a Service (2/4)
• Loose Coupling– have a clear distinction between services
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ProcessManagement
ProjectManagement
© ProcessDays 2010, 29 July
Process Management as a Service (3/4)
• Messaging– well-defined service requests and responses (‘service interaction
protocol) based on defined contractual arrangements incorporate service catalogue
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ProcessManagement
S: 10% Improvement
D: 5 days
D: Process Design
C: $ 4,000
© ProcessDays 2010, 29 July
Process Management as a Service (4/4)
• Composibility– ease of combination with other services based on an
overall service integration methodology
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BusinessAnalysis
ProcessManagement
ChangeManagement
OrganisationalImprovement
Business
© ProcessDays 2010, 29 July
CSO (Transformational Services)
CSO (Transactional Services)
The Service-oriented Enterprise- Transactional and Transformational Services
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CIO CPO CFO
RiskManagement
ProjectManagement
BusinessAnalysis
ProcessManagement
ChangeManagement
InnovationManagement
PerformanceManagement
KnowledgeManagement
InformationManagement
SustainabilityManagement
© ProcessDays 2010, 29 July 43
Agenda
• The Internet of Things
• Process Choreography as a Service
• Process Design as a Service
• Interactive Process Modeling
© ProcessDays 2010, 29 July
Collaborative Modelling
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© ProcessDays 2010, 29 July
Examples- Oryx, Gravity, Lombardi
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© ProcessDays 2010, 29 July
MS Surface – What Can It Do For You?
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© ProcessDays 2010, 29 July
What Are You Bringing to My Table?
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see BPMVE.org for a video on howto use the Oryx modeling tool on a tabletop
© ProcessDays 2010, 29 July
Tabletop Modelling
• collaborative – synchronous – centralized• facilitates new forms of interaction
• however, current tools do not sufficiently cater for it• additional modelling features required
– 360 degree screen placements– synchronized windows– free form annotation– traceability of designer
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© ProcessDays 2010, 29 July
Distributed Modelling in a Virtual World
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see BPMVE.org for a video on howto model with BPMN in a virtual environment
© ProcessDays 2010, 29 July
For More: BPMVE.ORG
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© ProcessDays 2010, 29 July
ProcessDays 2011….- Siftables: True Process Building Blocks
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Oryx TabletopRoss Brown, QUT
Processes in the AppStore Thomas Kohlborn, QUT
Contextualised Processes at PA HospitalStephan Clemens, QUT
IPhone Brisbane traffic Alexander Dreiling, SAP Research
Buying a House Scenario Anthony Berglas, QUT
© ProcessDays 2010, 29 July53
Prof. Michael Rosemann, PhDBPM Research GroupInformation Systems DisciplineFaculty of Science and TechnologyQueensland University of Technology
E-mail: [email protected]: www.bpm.fit.qut.edu.auTwitter: twitter.com/QUTBPMGroup