Business Architecture Patterns (BPM in Practice conference)

Business Architecture Patterns
A. Samarin
“BPM in Practice” conference
Vilnius, October 2013

About me
• An enterprise architect
– from a programmer to a systems architect
– have created systems which work without me

• WHY I do what I do
– I believe that many improvements (“sooner, better, cheaper, more
flexible”) in operational excellence and strategy execution are
achievable with reasonable efforts and commodity tools

• HOW I do what I do
– architecting the synergy between technologies, tools and best
practices for client’s unique case and transfer the knowledge

• WHAT is the result of my work for clients
– more coordination, less routine work, less stress, higher
performance, higher security, less risk, higher predictability of
results, better operations, and liberating the business potentials
© A. Samarin 2013

“BPM in Practice” conference v2

2

A system of actionable patterns
• Although core business processes in each enterprise are
unique, they are constructed from typical business
working practices
• The system is aimed at formalising and perfecting these
working practices as actionable patterns
• Some of these patterns are expressed in executable BPMN
thus making them available for businesses via modern
BPM tools

© A. Samarin 2013


3

Agenda
• Strategy TO Portfolio (STOP)
• Anisotropically Decentralised Organisation (ADO)
• Maturity Of Process Systems (MOPS)

• Customer eXperience As A Process (CXAAP)
• Platform-Enabled Agile Solutions (PEAS)
• Structuring IT Organisation (SITO)

• Submission Interface (SI)
• Decomposition in patterns (DIP)
• Make Your Logic Explicit (MYLO)
• Strategy Implementation Chain (SIC)
© A. Samarin 2013


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Strategy To Portfolio (STOP)
• Business concern
– dealing with the project portfolio during evolution of the strategy:
intended, emerging and realised

• Logic
– explicitly linking strategic objectives, initiatives, business
capabilities, IT capabilities, IT tools and projects
– add priorities
© A. Samarin 2013


5

Logic
Business demand

Business
strategic
objectives

Governance

Business
initiatives
(business-specific
demand)

1
1
2
3

5

Manage
Business
business by
capabilities
(business- processes
generic
demand)

2->5

1
2

4

2
Business priority

© A. Samarin 2013

Manage
processes

IT
capabilities
(IT-generic
supply)

2->5
2->4

5
4

1->3

3
2

4

2->4

1->3
3

2

5

IT supply

3
4

1->4

Requested maturity

3
4

3

2->4

4

3->4

4

Maturity improvement


Roadmap
IT tools
BPM suite
programmes
(IT-specific
(from AS-IS
supply)
to TO-BE)

3->5

1

3->4

2

1->4

3

3->4

4

2->4

4

Programme priority

6

Implications and example
• Implications
– A formal way to discover points of the most leverage
– The decision-making process is explicit and transparent
– A strategy adjustment and validation becomes a routine on-going
activity during its implementation (like functioning of the GPS
navigator)

© A. Samarin 2013


7

Anisotropically Decentralised
Organisation (ADO)
• Business concern: Branch Offices (BOs) with different
level of maturity have to carry out similar processes;
Central Office (CO) has to support them
• Logic: any activity can
be decomposed in four logical steps:
– Plan: preparation for the work to be done

– Do: execution of the work
– Check: Control of how good and correct the work has been done
– Validate (also can be called reflect or re-factor): analysis of the
newly obtained experience and results to propose/implement
some improvements to similar work which will be done in future
© A. Samarin 2013


8

Logic
• Possible combinations for each step are:
– [C] fully centrally (i.e. no delegation)
– [L] fully locally (i.e. complete delegation)
– [LC] with central post-control
– [CL] with central pre-advice
– [CLC] with central pre-advice and post-control

• Available combination for particular activities
– Plan – C, L, LC, CL, CLC
– Do – C, L (actual work can be done only at one place)
– Check – C, L, LC
– Validate – C, L, LC
© A. Samarin 2013


9

Capability levels
Variant

Plan

Do

Check

Validate Comments

0

C

C

C

C

No local capabilities are available for a particular activity

1

C

L

C

C

BO can do some technical work

2

CLC
or LC

C

LC

C

BO can do some management work under guidance

3

LC

L

LC

C

BO can do some management and technical work under
guidance

4

L

L

L

LC

BO can do almost everything

5

L

L

L

L

BO may do everything

Implications

• align with formal delegation of authority
• consider dynamics in BOs capabilities
© A. Samarin 2013


10

Maturity Of Process System (MOPS)
• Business concern: You want to reach a particular level of
maturity (in accordance with CMMI ) of a process-based
business system - what BPM functionality will help you?
• Logic: Levels of maturity are well-known
1.

A performed process is a process that accomplishes the work necessary
to produce work products

2.

A managed process is a performed process that is planned and executed
in accordance with some policies

3.

A defined process is a managed process that is tailored from the
organization’s set of standard processes

4.

A quantitatively managed process is a defined process that is controlled
using statistical and other quantitative techniques

5.

An optimizing process is a quantitatively managed process that is
changed and adapted to meet relevant current and projected business
objectives

© A. Samarin 2013


11

Logic
• BPM (as a discipline) has 6 following functions:
– Model / Plan / Simulate
– Automate / Instrument
– Execute
– Control
– Measure
– Optimise / Reflect / Refactor

• All functionality of BPM discipline is involved at each level
of maturity. But, the nature involvement maybe different:
“implicit” (informal or ad-hoc), “explicit” (formal or
systematic) and in between (marked as “I/E”)
© A. Samarin 2013


12

Correspondence table
Functionality Performed
vs level
process

Managed
process

Defined
process

Quantitatively
measured
process

Optimising
process

Model

I/E
(black box)

Explicit
(locally)

Explicit
(globally)

Explicit

Explicit

Automate

Implicit

I/E

Explicit

Explicit

Explicit

Execute

Implicit

I/E

Explicit

Explicit

Explicit

Control

Implicit

I/E

I/E

Explicit

Explicit

Measure

Implicit

Implicit

I/E

Explicit

Explicit

Optimise

Implicit

Implicit

Implicit

I/E

Explicit

Implications

• Your use of BPM will facilitate the maturity increasing of your
process-based business system
© A. Samarin 2013


13

Customer eXperience As A Process
(CXAAP)
• Business concern: Improving the customer experience
• Logic
– Starting with "The reason customers use our products and
services, is to get jobs done in their lives. "
– Thinking about a hierarchy of embedded (in some sense)
processes:
• person's life-as-a-process

• person's situation-as-a-process (e.g. expecting a baby)
• person's job-as-a-process (e.g. buying a bigger car)
• customer-experience-as-a-process (e.g. a person who is
buying a car acts as a customer for a car dealer)

© A. Samarin 2013


14

Logic and implications
• Logic
– If your products and services fit better into those processes (i.e.
reduce the hassle for a customer) then they will be more
attractive for customers

• Implications
– Ask right questions: not “now many floors do you want in your
new house”, but "Do your parents visit?" "How many kids do you
want?" "How long do you want to stay in this place?
– May consider also “product-as-a-process”, “services-as-a-process”
and “resource-as-a-process”
Buy car 1
Sell 1

Buy car 2

Client

Sell 2
Client file (resource)

© A. Samarin 2013


Garage

15

Platform-Enabled Agile Solutions (PEAS)
• Business concern: How to deliver many similar
applications for various highly-diverse clients; define
everything up-front is not possible (typical BPM project)
• Logic
– Developing individual applications will bring a lot of duplications
– The provisioning of solutions should be carried out incrementally
with the pace of the target client

– Consider a platform
1. must standardise and simplify core elements of future
enterprise-wide system
2. for any elements outside the platform, new opportunities
should be explored using agile principles
© A. Samarin 2013


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Implications
• Implications
– The platform frees up resource to focus on new opportunities
– Successful agile innovations are rapidly scaled up when
incorporated into the platform
– An agile approach requires coordination at a system level
– To minimise duplication of effort in solving the same problems,
there needs to be system-wide transparency of agile initiatives
– Existing elements of the platform also need periodic challenge
Delivery by applications

Delivery by solutions
Functionality

A2
A1
© A. Samarin 2013

S
1

A3

S2

…

S3

Platform
Scope


17

Example – replacing 23 electronic
publishing applications
• The users told us that their processes are unique thus
they need different applications
• We modelled their processes with the same modelling
procedure

• We found the same services and very similar processes

© A. Samarin 2013


18

Structure IT Organisation (SITO)
• Business concern: How to structure a business unit
• Logic
– Collect functions
– Draw a matrix of mutual relationships between those functions
– The relationships may be like “synergy”
– The relationship may be like “prohibition”, e.g. SoD
– Find clusters in the matrix

© A. Samarin 2013


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Example of rules
• Prohibition rules:

– P1 Separate doing and supervising/controlling – SoD
– P2 Separate architecture/design and implementation – SoD and
quality at entry
– P3 Separate implementation and operation – SoD and quality at
entry
– P4 Policy vs applying it – legislation vs executive separation
– P5 Specialisation

• Synergy rules:

– S1 Close work
– S2 Architecture role to guide
– S3 Synergy between technical and administrative activities (how
you do something may be more important what you do)

© A. Samarin 2013


20

Submission Interface (SI)
• Business concern: Interactions between two independent
parties
• Logic
– Partner submits some documents (including forms) to
administration
– Administration checks those documents
– Administration may request partner to provide more documents or
to carry out some corrections
– Administration checks those documents again
– And so on

© A. Samarin 2013


22

Decomposition In Patterns (DIP)
Click for animation

• Business case: typical “claim processing” process – claim,
repair, control, invoicing, and assurance to pay
SI

PAR
SI
IPS

© A. Samarin 2013


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Make Your Logic Explicit (MYLO)
• Business concern: Decision-making is perceived to be too
personalised
• Logic
– Make you decision logic explicit as possible before approaching the
decision itself
– The decision logic must be understandable by all stakeholders of
this decision
– They should be able to execute this decision logic

• Implications
– The business logic will take the decision - not you or other person
– The explicit logic acts as a “lubricator”

© A. Samarin 2013


25

Thanks
• QUESTIONS?

• Personal website: http://www.samarin.biz
• Blog http://improving-bpm-systems.blogspot.com
• LinkedIn: http://www.linkedin.com/in/alexandersamarin

• E-mail: alexandre.samarine@gmail.com
• Twitter: @samarin
• Book: www.samarin.biz/book

© A. Samarin 2013


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Business Architecture Patterns (BPM in Practice conference)

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