Management Cybernetics and Business Process Management
Matthias Voigt
Enterprise Architecture
Matthias Voigt Enterprise Architecture (EA) and Business Process Management (BPM) Models for the design, development and management of enterprise architecture Zachman Framework xEAFs (X stands for Treasury, Federal, Department of Defense) Semantic Object Model (SOM) Common elements Strategic perspective is the starting point of the EA development Business process perspective implements strategy Strong analogy to BPM
Enterprise Architecture
1 Matthias Voigt Agenda - Different points of view on BPM
Citations of the “who is who“ Structuring BPM System-oriented management approach Static view on BPM Dynamic view on BPM Approaches for Business Process Change ThhlitiThe holistic approac h o fMtf Matur itMdlity Models Process oriented Organization Business Process oriented IS design
Enterprise Architecture
2 Matthias Voigt Diverse points of view on BPM Cita tions o f the Who i s Wh o
Enterprise Architecture
3 Matthias Voigt BPM and Workflow Management
„[BPM] can be considered as an extension of classical Workflow Management (WFM).“ van der Aalst, ter Hofstede, Weske (2003)
„[We use BPM] to refer to how business managers organize and control processes. When we want to refer […] to automated systems we will use the term [… ] BPMS.“ Paul Harmon (2007) „Don‘t Automate – Oliberate We should „reengineer“ our business: use the power of modern IT to radically redesign our business processes […].“ Michael Hammer (1990)
Enterprise Architecture
4 Matthias Voigt “Extended” Scope of BPM
„The basic idea of Business Reenigeering is to shift the enterprise‘s functional department structure to one oriented on processes.“ Osterloh, Frost (2006)
„[…] Process innovation encompasses the implementation of change in all its complex technological, human, and organitildiizational dimensi ons.“ Davenport (1993)
„The paramount task of Continuous Process Improvement is the continuous, incremental improvement of business processes.“ Becker, Kugeler, Rosemann (2008)
Enterprise Architecture
5 Matthias Voigt The history of BPM
Enterprise Architecture Harmon (2007)
6 Matthias Voigt Diverse points of view on BPM Struc tur ing BPM
Enterprise Architecture
7 Matthias Voigt What is Management?
System-oriented Management Approach „MMtithDiCtldDltfanagement is the Design, Control and Development of Social Institutions“ Ulrich (2001) Design Creation of an institution that is goal oriented and viable Design model of a yet non-existent, to be created reality Creation of control systems Development Assurance of steadiness of all design and control processes GlfGoal of an evol ltiutionary adj djtustmen tft of a company t tito its environment
Enterprise Architecture
8 Matthias Voigt What is Management? (cont‘d)
Control Definition of goals and specification, triggering and monitoring of goal oriented activities within the system Viewpoint of a control cycle from Management Cybernetics
Law of Reqqyyyuisite Variety by Ashby „The control problem can only be resolved, if there is a balance in variety of the controlling and controlled system.“
Enterprise Architecture
9 Matthias Voigt Control Cycle
Goal (W) [qu]
Regulator
Control Variables (U) [qu/tu]
System under Control Regulated Variables (Y) [qu] Disturbance (Z) [qu/tu] From the deviance of W and Y the regggulator generates U The external disturbance Z is to be compensated by U
Enterprise Architecture
10 Matthias Voigt Application in Management Cybernetics
„The central problem of cybernetics is the question how systems are able to cope with its environmental complexity [..]. The answer lies in the structure or orggyanization of the observed systems. “ Malik 1992 Stafford Beer Viable System Model (VSM) Jay Forrester System Dynamics (SD) Markus Schwaninger Model of Systemic Control (MSC)
Enterprise Architecture
11 Matthias Voigt Integral Management as a Multi-Level Control Cycle
Enterprise Architecture Schwaninger (2001)
12 Matthias Voigt Static view on BPM - „Level of concerns“
Enterprise Architecture Harmon (2007)
13 Matthias Voigt Process level extension
Strategy defines long view approaches to assure the competitive advantage
Strategy is broken down in operational and subgoals
Business processes on an high abstraction level for the purpose oftilf operational process cl ltiustering
Operational business process without information on implementation details (conceptual models)
Impppglemented business processes containing information on the execution of process activities as well as technical and organizational infrastructure
Enterprise Architecture Weske (2007)
14 Matthias Voigt Identification of Process Architecture business processes Role and resppyonsibility Measurement of processes‘ definition efficiency Process-Rollout Control of goal orientation
Process improvement Organizational Uses controlling processes on a high information abstraction level Representation as text or value chain diagrams
Enterprise Architecture Weske (2007)
15 Matthias Voigt Procedure of a Process-oriented Reorganization Project
Preparation of Modelling Preparation of Modelling
Development of Strategy and Business Process Framework Development of Strategy and Business Process Framework gement As-is-Modelling and As-is-Analysis aa As-is-Modelling and As-is-Analysis
ToTo--bebe Modelling and Process Optimization To-be Modelling and roject Man Process Optimization PP
Development of ProcessProcess--orientedoriented Organizational Structure Development of Process-oriented Organizational Structure Introduction of New Organization Introduction of New Organization
Continous Process Improvement Continuous Process Management
Enterprise Architecture
16 Matthias Voigt Projects – radical vs. gradual change
Business Process Reengineering „Oliberate, don‘t automate“ ––„Reengineering the Corporation “ Fundamental Rethinking Radical Redesign Processes replace functional structures Dramatic Improvements
Business Process Redesign/Improvement Gradual changes Existent Processes as starting point Consideration of feasibility and acceptance
IT as enabler in both scenarios
Enterprise Architecture
17 Matthias Voigt Continuous Process Improvement Goals Process Plan Evaluate your Improvements insights an act accordinggyly KVP
Try out new Check and solutions evaluate your results
„Continuous Process Management is about […] the permanent, incremental improvement of business processes.“ Neumann et al. (2006)
Enterprise Architecture Neumann et al. (2006)
18 Matthias Voigt BPM-Cycles
Weske (2007) Van der Aalst et al. (2003) Orientation on Workflow Management New, technology base approaches Process Mining Business Activity Monitoring (Caution! Buzz Alarm)
Enterprise Architecture
19 Matthias Voigt Diverse viewpoints on BPM Approaches for Business Process Change
Enterprise Architecture
20 Matthias Voigt The Holistic Approach – Maturity Models
„Remember the key point of such reference models is to help you understand where you are today and to assist in developing a road map to help you get where you want to go. No one is suggesting that all companies should attempt to follow the model in the same exact way.“ Paul Harmon (2007)
„In general, the mature organization follows a disciplined process consistently because all of the participants understand the value of doing so , and the necessary infrastructure exists to support the process“ Software Engineering Institute (SEI) (1995)
Enterprise Architecture
21 Matthias Voigt Maturity Levels of the Capability Maturity Model (CMM)
Continuous Process Improvement is 5. Optimizing facilitated by quantitative feedback of processes and pervasive ideation and testing of innovations and technology.
Detailed process and product KPIs are being 4. Managed captured. Products and Processes are transparent and under control.
Management- and operative Processes are 3. Defined documented,,g standardized and integrated in the overall context of the enterprise.
Basic ppjroject manag ement p rocesses are installed to monitor cost, time and activities. 2. Repeatable Former project successes can be repeated.
The process is executed ad-hoc. Ony few activities are explicitly defined an their success 1. Initial depends on staff engagement.
Enterprise Architecture
22 Matthias Voigt Organizational Design – Goals and Influences
Goal of Organizational Design Best possible fit between system and environment, i.e. develop an organitiltizational struct ure th thtiiat is in accord ance with iththit the internal situation and market exigency
Internal influences Enterprise strategy Information and production technology Enterprise culture
External influences Market SSocietociety Form of government
Enterprise Architecture
23 Matthias Voigt Process-oriented Organization
Object oriented design of organizational units Allocation of organizational functions to objects Appointment of a process owner
Procurement Logistics Marketing Sales
Premium Product
Mid-Range Product
Low-Budget Product
Enterprise Architecture
24 Matthias Voigt Process-oriented Reorganization – Goals & Challenges
Goal: Creation of a more efficient organization Goal attainment has to be measurable
Challenges: Potential of efficiency enhancement has to be higher than expenses for the reorganization project Efficiency enhancement potential has to be exhausted Organizational change has to be conducted under the premise of existent (functional) structures
Enterprise Architecture
25 Matthias Voigt Business Process oriented IS design
Concept Organisation Data Processinggp Concept
Implementation Control
Concept Concept Concept
Data Data Data Processing Processing Processing Concept Concept Concept
Implementation Implementation Implementation
Data Functions Concept
s Data Processing Concept ation izational ical ure ies mm nn nn mm Implementation
Orga Struct Infor Syste Tech Facilit Performance
Ferstl, Sinz (2001) Scheer (2002) ARIS
Enterprise Architecture
26 Matthias Voigt Grundlagen des Business Process Management Matthias Voigt
Enterprise Architecture
Matthias Voigt Model of Systemic Control
Enterprise Architecture Schwaninger (2001)
28 Matthias Voigt