SOA approach for Product Lifecycle management, part 3rd: Business Process Management

Introduction: This article discusses business process management (Business process management,bpm) and locates it in the context of the fictional trucks Inc business issues.

BPM is a strategic business decision that a company needs to deal with. Trucks Inc. is not familiar with End-to-end BPM. Although there are documents for specific procedures, these documents are paper-based and do not have visibility into the time or cost of process execution. In addition, they have never been updated, and no one in the organization is officially responsible for ensuring process quality and integrity.

The point-to-point data flow between applications is actually an island of larger business processes that are not controlled by IT components. Trucks Inc. has received education on the benefits of BPM and invested in BPM tools and methodologies as part of its strategic reorganization activities.

The first topic of discussion with Trucks Inc. is to ensure that they have clear process definitions. The gap between the requirements for bridging a business delivery product, service, or final deliverable and the technology used to support that delivery. You can describe a process as a set of linked activities that accept an input and convert it to create output. Ideally, the transformations that occur in the process must add value to the input and create more meaningful or effective output to upstream or downstream receivers. You can consider a BPM model as a multidimensional representation of the facts captured at a point in time. The model has the purpose, vision, audience, content, level of detail, and stage. It is used to summarize information and convey information. The process model includes detailed specifications and key performance metrics for all activities in the process.

This definition also emphasizes the connection between the activity and the transformations that occur in the process. The characteristics of the process are as follows:

can be defined

It must have well-defined input and output boundaries.

Order

It must consist of activities sorted according to their time and space position.

Customer

The results of the process must have a recipient.

Value

Transformations that occur in a process must add value to the upstream or downstream recipient.

of embedding

The process cannot exist independently. It must be embedded in an organization structure.

Cross Functional

Processes can often span multiple functions. But it doesn't have to be that way.

Process ownership

The process must have an owner. A person must be responsible for the performance and continuous improvement of the process.