Dynamic Processes & DMN - Accelerators for the digital transformation

© OPITZ CONSULTING 2017

OC Powerpoint Design 2017 V 0.933 / LTA / TGA / 16.06.2017

Informationsklassifikation:

Öffentlich

Mit Inkrafttreten der Sicherheitsrichtlinie OC (im Rahmen der ISO 27001-Einführung) muss hier die Informations-klassifikation stattfinden. Mögliche Werte sind: Öffentlich Interner Gebrauch Vertraulich Streng vertraulich Entsprechend der Definition in der o.G. Richtlinie

Überraschend mehr Möglichkeiten

Layout: Titelfolie Einsatz: Für den Titel einer Präsentation Inhalt: Haupttitel, Untertitel, Referent Tipps: /

Hinweis MKTG: Die Jahreszahl muss

hier und auf der Toplevel Masterfolie

ggf. pro Jahr angepasst werden!

Spezia

lfolie


Accelerators for the digital transformation

Danilo Schmiedel, Sven Bernhardt

Dynamic Processes & DMN




Öffentlich


Layout: Titel & 1 Inhalt Einsatz: Standardfolie Inhalt: Überschrift, variabler Inhalt Tipps: Bitte Überschrift 1zeilig; div. Inhaltstypen sind möglich

Sta

ndard

folie

Dynamic 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




Öffentlich



Sta

ndard

folie


BPM ?




Öffentlich


Seite 4

Layout: Agenda Einsatz: Für Inhaltsangaben bei weniger als 5 Teilen Inhalt: Überschrift (bspw. Inhalt, Agenda, ...) Tipps: Alternatives Layout „Agenda > 5 Teile“ überzählige blaue Zahlenboxen löschen!

Spezia

lfolie

Agenda

1

2

3

4

Status quo BPM

Structured & Unstructured Processes

Decision Modeling

Summary





Öffentlich


Seite 5

Layout: Teiltrenner Einsatz: Für die Abtrennung von Kapiteln Inhalt: Überschrift des Teils/Kapitels Tipps: Optional sind hier Detail-Inhaltsangaben mögl.

Spezia

lfolie

Seite 5

Status quo BPM

1





Öffentlich


Layout: Titel & 2 Inhalte Einsatz: Standardfolie Inhalt: Überschrift, 2 variable Inhalte Tipps: Bitte Überschrift 1zeilig; div. Inhaltstypen sind möglich

Sta

ndard

folie


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

1




Öffentlich



Sta

ndard

folie


Areas of activity for workflow automation

Standardization

Differentiation

Innovation New 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


Layout: Kein Titel & 1 Inhalt Einsatz: Standardfolie Inhalt: 1 variabler Inhalt Tipps: Bitte nicht den weißen Rand um den Inhalt missachten!

Sta

ndard

folie


“Prozessmanagement ist der

Tod der Innovation!”

Prof. Dr. Gunter Düeck, 2013




Öffentlich



Sta

ndard

folie


“Geschäftsprozesse sind die

Algorithmen eines Unternehmens”

Jakob Freund (CEO | camunda), 2017




Öffentlich



Sta

ndard

folie


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.




Öffentlich



Sta

ndard

folie


Areas of activity for workflow automation

Standardization

Differentiation

Innovation New 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


Spezia

lfolie

Seite 12


2





Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


Source: The Forrester Wave™: BPM Suites,

Q1 2013, Clay Richardson and Derek Miers, March 11, 2013





Öffentlich



Sta

ndard

folie


Structure & Unstructured Processes with Oracle Process Cloud Service




Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


Dynamic Processes – Modeling Capabilities




Öffentlich



Sta

ndard

folie


Dynamic Processes – Modeling Capabilities

Group activities in Stages

Supported Activities: User, Process and

Milestone

Activation and Termination conditions

for Stages and Activities




Öffentlich



Sta

ndard

folie


Task Engine DMS 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?




Öffentlich



Sta

ndard

folie


Runtime User Experience for Dynamic Processes

360 View for Knowledge Workers

Discrete Tasks assigned to

specific Workers




Öffentlich


Demo 1

../../../Wissen/Cloud/PCS/ACM-Modeling.mp4




Öffentlich


Demo 2

../../../Wissen/Cloud/PCS/ACM-Execution.mp4




Öffentlich


Seite 25


Spezia

lfolie

Seite 25

Decision Modeling

3





Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


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

4Volatility

Reusability

Impact

Compliance

Business Rule candidate evaluation

RC1 RC2 RC3 RC4




Öffentlich



Sta

ndard

folie


Separate flow from decision logic to avoid Anti-patterns!




Öffentlich



Sta

ndard

folie


Don’t implement complex decision logic within the flow! Expense restrictions:

Lunch < 25

Dinner < 45

Taxi < 75

Hotel < 150




Öffentlich



Sta

ndard

folie


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

http://www.omg.org/




Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


Decision table: Implementation technique for decisions




Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


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




Öffentlich



Sta

ndard

folie


Include DMN Decision Service in the process




Öffentlich


Demo 3




Öffentlich


Seite 37


Spezia

lfolie

Seite 37

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





Öffentlich


Seite 38

Layout: Q&A Einsatz: Für eine Fragen & Antworten Seite Inhalt: Eigentlich kein echter Inhalt Tipps: /

Spezia

lfolie

Q & A


Seite 38




Öffentlich



Sta

ndard

folie


We’re the engine of digital transformation!

OC|Lab ®

Download:

http://tinyurl.com/y9k687o5

http://tinyurl.com/y9k687o5




Öffentlich


Überraschend mehr Möglichkeiten

Layout: Kontakt 2fach Einsatz: Abspann mit Statement, 2Fotos, 2xKontaktinfos Inhalt: Logo, Claim, Kontaktinfos Tipps: /

@OC_WIRE OPITZCONSULTING opitzconsulting WWW.OPITZ-CONSULTING.COM

Spezia

lfolie

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: [email protected] @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: [email protected] @sbernhardt https://svenbernhardt.wordpress.com


https://twitter.com/OC_WIRE

https://www.youtube.com/user/OPITZCONSULTING

http://www.slideshare.net/opitzconsulting

http://www.opitz-consulting.com/



mailto:[email protected]



http://inside-bpm-and-soa.blogspot.com/










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

[email protected]

Dynamic Processes & DMN 41




Technology

Dynamic Processes & DMN - Accelerators for the digital transformation