Modeling Business Processes For SOA: Designing The
27 Mar.200603-23-05Modeling Business Processes for SOA:Designing the Service Oriented EnterpriseMarch 27, 2006Fred A. Cummins, EDS Fellow, Chair OMG BMIDTFEDS Technology Policy, Processes and Standardspage 1 2006 Electronic Data Systems Corporation. All rights reserved.
1. IntroductionThis tutorial is based on a convergence ofbusiness process management (BPM) andservice oriented architecture (SOA) from abusiness perspective.It describes how business processmanagement supports the design of aservice oriented enterprise that will drivethe design and alignment of supporting ITsystems.This is a work in processModeling Business Processes for SOA27 Mar. 2006page 2
Evolution of BPM and SOA: Deja Vu Business processes driven by flow of paper forms Organizations accept request forms for work or authorization Workflow management systems to automate documentmanagement Large, monolithic applications encode business processes Applications integrated with file and message flow Distributed computing incorporates technical services Enterprise applications unbundled with more flexibleprocesses Web services technology enables B2B exchanges Service oriented architecture concept emerges Service concept applied to application composition/integration BPMS enable flexible applications and B2B exchanges Choreography defines exchange agreements SOA enables better alignment of business and IT systemsModeling Business Processes for SOA27 Mar. 2006page 3
The Changing Business Landscapethat Drives BPM and SOA The marketplace is global and evolving Business transformations occur with increasingfrequency (re-engineering, acquisitions, divestitures) Business functions may be outsourced or operate in aremote country Increased concerns about government regulation Business changes must be deployed throughout theenterprise quickly and efficiently The enterprise must be event-driven and agile foroptimal performanceModeling Business Processes for SOA27 Mar. 2006page 4
Agenda The relationship between BPM and SOA Business process modelingBreak Service oriented analysis Organizational design Service Interfaces Design Integration of business rulesBreak IT Infrastructure Requirements Enterprise agility Model Based Management visionModeling Business Processes for SOA27 Mar. 2006page 5
Relationship of BPM and SOA BPM: Business processes are the orderly execution ofactivities that achieve defined objectives. SOA: Services offer capabilities that can be used in a varietyof contexts. Business processes may use services to achieve theirobjectives. Services implemented with explicit business processes canbe more quickly adapted to business changes.Modeling Business Processes for SOA27 Mar. 2006page 6
Service Oriented ArchitectureOffer capabilities so they can be used in a variety of contexts Leverage shared resources Ensure consistency of results Provide well-defined interfaces Preserve implementation flexibility Ensure clear responsibility Compose solutions from shared servicesRequestRequestService CService AService D(Shared)Service BService EModeling Business Processes for SOA27 Mar. 2006page 7
Business Process ManagementAn ordered set of activities that achieve a desired business objective. Each execution transforms inputs to result May be automated or performed by humans Defined process is used many times May perform tasks directly or use other processes May respond to a request, or collaborateRequestProcess LTask 2Modeling Business Processes for SOATask 1Process MProcess PProcess N27 Mar. 2006page 8
Processes as ServicesRequestCollaborationProcess LProcess PService InterfaceProcess ImplementationTask 2Task 1Process NProcess MRequest-responseModeling Business Processes for SOA27 Mar. 2006page 9
Organizations as Service ProvidersRequestOrg. BProcess LModeling Business Processes for SOATask 2Process MTask 1Org. AProcess POrg. CProcess N27 Mar. 2006page 10
Why BPM and SOA? Economies of scale– Resources shared in multiple contexts Consistency– Same process used for same capability Service metrics– Basis for comparison/evaluation of service providers Timeliness– Respond to needs as they occur—transaction based Outsourcing option– Services may be acquired elsewhere Agility– Service selection and process changes at differentlevels of granularityModeling Business Processes for SOA27 Mar. 2006page 11
Agility through Business Process & Service Granularity Primary impact of business transformation is onbusiness processes and organizational structure The actual work (basic services) and data of thebusiness tend to remain the same. Business process changes enable adaptation tosignificant business changesModeling Business Processes for SOA27 Mar. 2006page 12
Agenda The relationship between BPM and SOA Business process modeling Service oriented analysis Organizational design Service Interfaces Design Integration of business rules IT Infrastructure Requirements Enterprise agility Model Based Management visionModeling Business Processes for SOA27 Mar. 2006page 13
Business Process Modeling Languages Proliferation of business process languages. Business process modeling for business (OMGstandards)– BPMN (Business Process Modeling Notation)– BPDM (Business Process Definition Metamodel) Support deployment to alternative platformsModeling Business Processes for SOA27 Mar. 2006page 14
Business Process Modeling Notation (BPMN)CatalogRequest Graphical notation for processmodelingConfirm OrderYes Designed for business usersSupply MoreInfo?Additional InfoNo Platform independentAvailabilityand Cost Proof of concept mapping toBPEL Implemented in a number ofprocess modeling productsContinueOrderCredit CheckCancellationRequestCustomerCredit jected Adopted by OMG throughmerger with BPMICancelAcceptedCancel ctShippingModeling Business Processes for SOA27 Mar. 2006page 15Retailer CreditCharge
BPMN Core ComponentsPool Name Lane GatewayLaneName ActivityLaneNamePool Name Pool Event Sequence Flow Data object Message Flow Association Group Text annotationModeling Business Processes for SOAText here27 Mar. 2006page 16
BPMN ExampleModeling Business Processes for SOA27 Mar. 2006page 17
Business Process Definition Metamodel (BPDM) Specification under development by OMG BPMN notation Multiple viewpoints XMI for standard exchange format QVT for model transformation Includes manual processes Platform independent Orchestration and choreography UML profile for UML toolsModeling Business Processes for SOA27 Mar. 2006page 18
Business Process Definition Metamodel (BPDM)Business ModelsBPMN ModelTransformationBPEL ModelTransformationProprietary ModelBPDM ModelTransformationTransformationWS-CDL ModelProprietaryBPMSExecution ModelsBPMS – Business Process Management SystemBPEL – Business Process Execution LanguageModeling Business Processes for SOAWS-CDL – Web Services Choreography DefinitionLanguage27 Mar. 2006page 19
BPDM Overview: Processes and ChoreographiesBuyer:Purchasing ProcessProcesses internalto the BuyerModeling Business Processes for SOATake OrderChoreographyAgreed specificationfor interaction27 Mar. 2006Seller:Order Fulfillment ProcessProcesses internalto the Sellerpage 20
Process (Orchestration) ConceptsOrder Fulfillment ProcessRejectTake OrderReviewConfirmShipInvoiceNote: Graphical notation is for illustration purposes onlyModeling Business Processes for SOA27 Mar. 2006page 21
Choreography (Collaboration/Protocol) ConceptsTake Order ChoreographyOrderCommunicateOrderOrder PlacerRoleOrder TakerConfirm IntentRoleReject OrderConfirmationModeling Business Processes for SOARejection27 Mar. 2006page 22
Choreography CompositionPurchase ChoreographyPlace OrderSellerCarrierBuyerDeliver GoodsBillerPaymentUsesTake Order ChoreographyOrderShared choreographyCommunicateOrderOrder PlacerRoleConfirm IntentOrder TakerRoleReject OrderConfirmationModeling Business Processes for SOA27 Mar. 2006Confirmationpage 23
Process CompositionOrder Fulfillment ProcessRejectTake OrderReviewConfirmShipInvoiceOrder Review ProcessShared sub-processRejectEditCredit CkConfirmModeling Business Processes for SOA27 Mar. 2006page 24
Choreography Links ProcessesOrder Fulfillment ProcessRejectTake OrderReviewConfirmShipInvoiceShared sub-process:a serviceOrder Review ProcessRejectEditCredit CkTrivialChoreographiesConfirmA RoleModeling Business Processes for SOAOrderEditor27 Mar. 2006page 25
Process Binding to ChoreographyImplicit Role:Service OwnerPrincipal(OrderTaker)Order Fulfillment ProcessCollaboratorRole (OrderRejectPlacer)Take OrderReviewConfirmShipInvoiceTake Order ChoreographyOrderCommunicateOrderOrder PlacerRoleConfirm IntentOrder TakerRoleReject OrderConfirmationRejection(Decision detail not shown)Modeling Business Processes for SOA27 Mar. 2006page 26
Choreographies Connect Participant ProcessesPurchase ChoreographyReceivables ChoreographySellerPlace OrderCarrierBuyerDeliver rvice Owner)Credit Auth.Issue invoiceReceivablesOrganizationPrincipal:(Service Owner)Order Fulfillment ProcessReceivables ProcessRejectTake OrderReviewConfirmShipModeling Business Processes for SOAInvoice27 Mar. 2006page 27
Uses CreditBilling ServiceCredit Billing RoleFills Seller RoleSeller ServiceServes BuyerChoreography with RolesCredit Sale ChoreographyPurchase ChoreographyPlace OrderBuyerProvide GoodsPaymentSellingOrganizationCarrierCredit Auth.Issue invoiceCreditBillingBillerServes Selling Org.Receivables ServiceBuyer RoleUses BuyerPayment ServiceSellerFills CreditBilling RoleService User establishes service link and defines context for serviceModeling Business Processes for SOA27 Mar. 2006page 28
Roles ViewpointCaller definesbusiness contextBuyer’s vablesCreditBillingSeller ProcessCarrierCreditBillingCredit SaleChoreographyModeling Business Processes for phy27 Mar. 2006Service InterfaceServes Shipping Org.page 29
Process Role: Definition Participation of a business entity (person or organization) ina particular type of business activity. The entity in the process role is expected to fulfill a specificresponsibility Participation is defined by a choreography The availability to participate may be characterized as aservice offer A business entity may define other process roles to fulfillportions of its the responsibilityModeling Business Processes for SOA27 Mar. 2006page 30
Services, Processes and Roles (Choreography Omitted)Calling Process Role for ServiceService Interface: Caller’s RoleServiceParticipant Business ProcessActivitiesParticipant Business ProcessActivitiesActivitiesModeling Business Processes for atedService)27 Mar. 2006page 31
BreakModeling Business Processes for SOA27 Mar. 2006page 32
Agenda The relationship between BPM and SOA Business process modeling Service oriented analysis Organizational design Service Interfaces Design Integration of business rules IT Infrastructure Requirements Enterprise agility Model Based Management visionModeling Business Processes for SOA27 Mar. 2006page 33
Top Down Services Oriented AnalysisValue Chain RolesSupport Roles for finance, personnel, purchasing, IT systems, Value chain composed of services to add value—performtransformations Support roles support the value chain operation Could be corporate or departmental value chainModeling Business Processes for SOA27 Mar. 2006page 34
Service Oriented Analysis PhasesRoles define needs for service providers Define value chain role hierarchy Consolidate roles to define shared services Assign services to organizations Define service interfaces and choreography Define service processesAn iterative processModeling Business Processes for SOA27 Mar. 2006page 35
Role HierarchyValue Chain MarketingContactContact toto OrderOrderRolesRoles ResearchResearchRolesRoles StrategyStrategyRolesRoles CatalogCatalog PrototypePrototype Mkt.Mkt. Anal.Anal. PromotionPromotion EvaluationEvaluation SellSell ConfigureConfigure ProductProduct EngEng ProcessProcess EngEng ForecastForecast ProcessProcessorderorder PricingPricing FieldField TestTestProductionProductionRolesRoles DistributionDistributionFieldField SupportSupportRolesRoles RolesRoles Roles define usage of services– Independent of specific organizations– Without detailing how service is performed– Without defining how roles interactModeling Business Processes for SOA27 Mar. 2006page 36
Recursive Role DecompositionProductProductDevelopmentDevelopment ResearchResearch PrototypePrototype Mkt.Mkt. Anal.Anal. ProductProduct EngEng ProcessProcess EngEng FieldField testtestResearchResearch ProposalProposal FundingFunding InvestigateInvestigate ReportReport PatentPatentPrototypePrototype ProposalProposal FundingFunding BuildBuild eringEngineeringFieldField TestingTesting VOCVOC PricingPricing MarketsMarkets VolumeVolumeContinue until roles are performed by people, applications, supportfunctions (e.g., accounting, purchasing) or external services. These areleaves of the tree.Modeling Business Processes for SOA27 Mar. 2006page 37
Information Capture for Roles Role context and name Role responsibility Request data Result dataService Order Data Vocabulary for roles and dataFor efficiency, some role specifications will be shared wherethe use of a shared service is “obvious.” However, each rolerepresents a usage of a service in a context.Modeling Business Processes for SOA27 Mar. 2006page 38
Concrete RolesFilled by people, applications, support functions orexternal services Specific responsibility Appropriate set of capabilities Well-defined work product Real workInclude roles to update key business recordsModeling Business Processes for SOA27 Mar. 2006page 39
Typical Support Roles Financial Management Human Resources Management Supplier Management Information Systems Management Facilities ManagementApply similar recursive role decompositionModeling Business Processes for SOA27 Mar. 2006page 40
Agenda The relationship between BPM and SOA Business process modeling Service oriented analysis Organizational design Service Interfaces Design Integration of business rules IT Infrastructure Requirements Enterprise agility Model Based Management visionModeling Business Processes for SOA27 Mar. 2006page 41
Roles, Services and Organization Units Role: defines need for a service Service: fills a role and produces a result—may be a process, a human or an application Organization unit: manages the operation ofone or more servicesModeling Business Processes for SOA27 Mar. 2006page 42
Organization Unit: Manage ServicesService RequestsService MetricsProcesses:Orchestrate people, money,facilities, work products,knowledge, applicationsPeople: WorkModeling Business Processes for SOABusinessBusinessPartnerPartnerSubordinate Organizations27 Mar. es &work productspage 43
Role Consolidation Assign each concrete role to a service Assign similar roles to the sameservice based on– Responsibility– Skills– Work product– Nature of work– Facilities requiredModeling Business Processes for SOA27 Mar. 2006page 44
Data Management Services: Data as a ResourceData for each major business record subject areashould have a data management service Primary source Responsible for data securityand integrity Control updates Distribute updates tosubscribers Subject area examples- Customer- Dealer- Inventory- Product specifications- Money/accounts- Personnel- Service ordersData services have affinity for the organizationswhere updates are recognized or originateModeling Business Processes for SOA27 Mar. 2006page 45
Current Situation Analysis Map concrete services to– Organizations– Applications These services are– Fundamental to the business– Will generally survive changes in the business Identify– Overlaps: multiple implementations of same service– Gaps: service not being performed (usually a newbusiness requirement)Modeling Business Processes for SOA27 Mar. 2006page 46
Specify Concrete Services Determine existing concrete services to be retained– Teams– Applications Determine new concrete services to be created Map services to organizations, bottom up, based on– Geography– Economies of scale– Authority– Data ownership– Motivation– Skills– Coupling May expose the need for to delegate to additional rolesModeling Business Processes for SOA27 Mar. 2006page 47
Service Alignment Factors Geography– Location of services based on resources, suppliers, customers,facilities. Same service may be replicated at multiple locations. Economies of scale– Consolidation of similar functions to achieve efficient user ofresources and adapt to shifts in demand Authority and Responsibility– Appropriate exercise of control and separation of responsibility Ownership of resources– Ability to control key resources needed to perform the service Motivation– Management hierarchy mission is consistent with serviceobjective Skills– Management hierarchy has appropriate experience to managethe service Coupling– Association with other services that require close interactionModeling Business Processes for SOA27 Mar. 2006page 48
Agenda The relationship between BPM and SOA Business process modeling Service oriented analysis Organizational design Service Interfaces Design Integration of business rules IT Infrastructure Requirements Enterprise agility Model Based Management visionModeling Business Processes for SOA27 Mar. 2006page 49
Define Service Interfaces: ChoreographyModes of Interaction between Roles Request– Delegate part of responsibility– Wait for completion– Within scope of responsibility Handoff– Transfer on-going responsibility– Potential collaboration– Receiving service not within scope ofresponsibilityModeling Business Processes for SOA27 Mar. 2006page 50
Modes of InteractionPurchase ChoreographyReceivables ChoreographySellerPlace OrderCarrierBuyerDeliver rvice Owner)Credit Auth.Issue invoiceReceivablesOrganizationRequestOrder Fulfillment ProcessRejectTake OrderReviewConfirmShipModeling Business Processes for SOAPotentialHandoffInvoice27 Mar. 2006page 51
Service OperationsExample: Order Fulfillment– Receive order– Change order– Cancel order– Confirm order– Report order statusEach may require a separate processModeling Business Processes for SOA27 Mar. 2006page 52
Develop Initial Business Process Models for Services Primary processes– Requests– Handoffs Review organizational alignment factors Identify needs for additional roles Refine choreographyModeling Business Processes for SOA27 Mar. 2006page 53
Define Initial Service Metrics Internal—Owner view– Cost– Repeatability– Resource utilization– Market share– Exceptions External—Customer view– Flexibility of requirements– Ease of use– Cost– Availability of service– Timeliness of result– Quality of result– Response to changes, cancellations, queries, Modeling Business Processes for SOA27 Mar. 2006page 54
Agenda The relationship between BPM and SOA Business process modeling Service oriented analysis Organizational design Service Interfaces Design Integration of business rules IT Infrastructure Requirements Enterprise agility Model Based Management visionModelin
Modeling Business Processes for SOA 27 Mar. 2006 page 15 Business Process Modeling Notation (BPMN) Graphical notation for process modeling Designed for business users Platform independent Proof of concept mapping to BPEL Implemented in a number of process modeling produ
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