Visão Integrada entre BPM, SOA, ITIL e COBIT

Muito bom artigo de Mônica L A V Pires postado em http://ideiasbpm.blogspot.com/2011/06/visao-integrada-entre-bpm-soa-itil-e.html

—–

Neste POST vou passar minha visão sobre a ligação entre Processos, Serviços, SOA, ITIL e COBIT

Tópicos a Abordar
Conceitos: 

   · BPM, Processos e Serviços;
· SOA, ITIL e COBIT;

Relação entre: 
   · BPM e ITIL;
· BPM e COBIT;
· BPM e SOA;

   · SOA e ITIL;

BPM – Gerenciamento de Processos de Negócio

O que é na verdade a sigla BPM? Existem várias definições, especialmente se procurarmos na internet.
Não é algo novo, pelo contrário, nos anos 80, a Gestão pela Qualidade Total foi uma das prioridades das empresas em todo o mundo e na década de 90, Michael Hammer e James Champy lançaram o artigo “Don’t automate, obliterate” pela Harvard Business Review.
Esse artigo foi o marco da chamada onda de Reengenharia de Processos.

E em 2002, Howard Smith e Peter Fingar lançaram o livro “Business Process Management: The Third Wave” com os conceitos de Gerenciamento de Processos de Negócios.
Desde então BPM vem se tornando assunto muito importante nas empresas.
Segue definição de BPM presente no CBOK:
A figura abaixo mostra o ciclo BPM e Paralelo ao PDCA, pois gerenciar processos nada mais é do que aplicar o PDCA aos processos.



Serviços 

Alguns conceitos sobre o que são Serviços:
· Meio de entregar valor aos clientes;
  · Cada Serviço é uma parte do processo que colabora com outra (serviço);
  · Componentes de software que representam um processo, atividade ou tarefa de negócio;
  · “Gerenciamento de Serviços é um conjunto de habilidades da organização para fornecer    valor para o cliente em forma de Serviços”(ITIL V3);

· Serviços são reutilizáveis;

  · Serviços compartilham um contrato formal;
  · Serviços possuem baixo acoplamento;
  · Serviços são capazes de se compor;
  · Serviços são autônomos;
  · Serviços evitam alocação de recursos por longos períodos.


SOA 
· É uma abordagem arquitetural corporativa que permite a criação de serviços de negócio interoperáveis que podem facilmente ser reutilizados e compartilhados entre aplicações e empresas.
· Define Serviços de negócios SEPARADOS e AUTONOMOS que INTEROPERAM para executar PROCESSOS DE NEGÓCIO que precisam ser geridos e melhorados (BPM).


Composição da Arquitetura Orientada a Serviços:



ITIL: Orientação a Serviços

     · Foca o ciclo de vida do serviço;
· TIC é vista como um Serviço;
· Visão integrada TIC, Negócio, Clientes e Fornecedores;
 Composição ITIL:

· Estratégia de Serviços (SS)
· Desenho de Serviços (SD)
· Transição de Serviços (ST)
· Operação de Serviços (SO)
· Melhoria Contínua dos Serviços (CSI)


Processos são o DNA da Gestão de Serviços
Segue imagem retirada do livro Service Strategy do trecho em que relata a importância dos Processos de Negócio.



COBIT 

· Framework de controles para suportar Governança de TI;
· Maturidade dos Processos
. Possui 34 processos distribuídos em 4 domínios;

Domínios do COBIT:



BPM x ITIL 

  • BPM –  Identificar, Modelar e Gerir processos de TI e de Negócio;
  • BPM –  Fonte para identificação dos Serviços de TI e de Negócio;
  • ITIL contém melhores práticas para definir os processos e serviços de TI;
  • Serviços Projetados, Mantidos, Gerenciados e Melhorados pela TI.

SOA x ITIL 

· ITIL pode ser uma estratégia de Governança para alcançar SOA
· Para SOA, ITIL V3 é importante, pois foca em Serviços;
· Para SOA e ITIL os Serviços perpassam a organização, não são baseados em silos ou na estrutura.
· SOA e ITIL buscam qualidade e eficiência dos Processos e Serviços.
· SOA é composta por partes repetíveis, Serviços, que podem ser usadas e reutilizadas por múltiplas aplicações e pelos processos de negócio.

BPM x COBIT
A maturidade de um processo pode ser incrementada com a utilização de BPM.

BPM x SOA
Com a implantação de BPM é possível identificar Serviços e conseguir o tão sonhado alinhamento de TI com o Negócio.

BPM e SOA:

  • Buscam orientação na Visão Corporativa e Estratégica;
  • Precisam de ter os processos identificados, modelados e geridos;
  • Serviços são identificados nos processos modelados;
  • Com serviços identificados é possível sua implementação (Componentes e Objetos).

Para implantar SOA, ITIL e COBIT é preciso:

· Governança Corporativa e de TI : estabelecer políticas, processos e métricas.
· Implantar BPM;
· Patrocínio da alta Direção;


Visão Integrada

· A partir da Cadeia de Valor e utilizando BPM é possível identificar os Serviços;
· Com os Serviços identificados é possível criar o Portfólio e o Catálogo de Serviços;
· A disponibilização e orquestração dos Serviços do Catálogo é feita por meio de SOA;
· O gerenciamento do Catálogo de Serviços é possível por meio do ITIL;
Implantar BPM significa:
· Aumento Maturidade dos processos – COBIT
· Maior facilidade na implementação ITIL e COBIT
A imagem abaixo mostra a abstração desta Visão Integrada:



Resultados para TIC
· TIC agregando valor ao Negócio;
· TIC atuando em posição estratégica para manutenção e viabilidade do Negócio, não mais apenas como suporte.
· Aumento da maturidade dos Processos de TIC e da Organização;
· TIC responsável por prover Agilidade e Competitividade ao Negócio;
· Redução de custos;
· SATISFAÇÃO DO CLIENTE!!!

Fontes:

 SOA: http://www.soaschool.com/;
BPM CBOK – Business Process Management Common Body of Knowledge;
ITIL V3: http://www.itil-officialsite.com/;
COBIT: http://www.isaca.org.br/novoportal;
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links

http://www.bpgroup.org/

http://www.stevetowers.com/

http://bpmpodcast.podomatic.com/entry/2007-04-27T14_10_09-07_00

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Enterprise Architecture, Actvity Diagrams, BA Resumes, and more…

Copyright (C) 2008 Modern Analyst Media LLC – All rights reserved.

IN THIS ISSUE
Featured articles showcased in this issue:
>
The Tasks of Enterprise Architecture
Knowledge Management in the Real World
>
Requirements Are Rules: True or False?

> Taming the Beast of Complexity

> Webinar: Avoiding the Data Baggage Trap – A Practical Approach to Data Mapping and Traceability
> Webinar: Text is Dead: How Software Visualization is Changing the Game at HealthMEDX
> Webinar: Using Visio and SharePoint for Process Management: Practical Tips and Customer Examples
> Webinar: Harmonizing Agility & Disciplines

Also in this issue:
> More Business Analyst Humor
Even more Resources for Business Analysts
New Interview Questions

FEATURED ARTICLES
The Tasks of Enterprise Architecture
by Peter Lefterov, BA Consultant & Trainer
An enterprise exists for a purpose, stated in its high-level goals and business model. It also has everyday operations which may or may not serve this purpose. We need a link between the two and this is what Enterprise Architecture is about – the establishment of a link between an organization’s ultimate goals and its day-to-day operations.
Read more…

Impact 2011 - A Free 24 Hour Virtual Learning Forum

Knowledge Management in the Real World
by Joseph da Silva, Business Analyst
We can probably all agree that Knowledge Management is generally A Good Thing and that we should do more of it. But what does “doing Knowledge Management” actually involve, and how as BAs can we ensure we effectively reuse our knowledge?
Read more…

iRise - Visualize before you build

Requirements Are Rules: True or False?
by Ronald G. Ross, AttainingEdge.com
Requirements are rules.” Perhaps you’ve heard the argument. Maybe you’ve even made it yourself. Are they? No! Read this article to find out why.

Read more…

Taming the Beast of Complexity
by Mark Norton, Idiom Software
This article looks forward from the conclusion of our previous article, ‘Requirements and the Beast of Complexity’, and proposes an exciting new use for decision models that extends the scope of requirements management to help ‘tame the beast’.

Read more…

WEBINARS
Avoiding the Data Baggage Trap – A Practical Approach to Data Mapping and Traceability
Wednesday, May 25, 2011 Register Now, Cost: FREE

Text is Dead: How Requirements Visualization is Changing the Game at HealthMEDX
Wednesday, June 1, 2011 Register Now, Cost: FREE

Using Visio® 2010 and SharePoint® 2010 for Process Management: Practical Tips and Customer Examples
Wednesday, June 29, 2011 Register Now, Cost: FREE

Harmonizing Agility & Discipline
Tuesday, May 17, 2011 Register Now, Cost: FREE

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> An Introduction to Activity Diagrams
> The Decision Model: Lessons from the Human Brain
> Creating Business Analyst Resumes for the 21st Century

Did you say CBAP Training?     Seven Steps to Mastering Business Analysis

Relevant Interview Questions
> What is the difference between a Pool and a Swimlane?
> Which is better, delivering consistent results that meet expectations or being less consistent while sometimes exceeding expectations?
> What is the BCG Matrix and how might you use it?

Informative Resources & Templates
> CBAP Prep -> Matrix of BABOK V2.0 Knowledge Areas & Techniques. Version 2
> BABOK 2.0 – The Big Picture
> BABOK 2.0 Tasks, Inputs, and Outputs

FEATURED Business Analysis JOBS
Hewlett-Packard State & Local Enterprise Services, Inc. is accepting resumes for the position of Business Analyst in Corvallis, OR (Ref #SLCORBA21): Research and elicit, analyze, validate and document business requirements, and ensure that those requirements clearly reflect true business needs, correctly representing all stakeholders. Mail resume to Hewlett-Packard State & Local Enterprise Services, Inc., 5400 Legacy Drive, MS H1-6F-61, Plano, TX 75024. Resume must include Ref. #, full name, email address & mailing address. No phone calls please. Must be legally authorized to work in the U.S. without sponsorship. EOE.

> Sr. Business Analyst Job
> Systems Analyst Job
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Business Benefits of Having Document Management Functionality inside the BPM Solution

Group: Business Process Management Group

Source:  http://brainstorm.leveragesoftware.com/group_discussion.aspx?discussionid=ce8a39a9f83c4757b94dcdbbfe65b0e7

BrainStormCentral.org

We believe a BPM solution should have extensive Document Management Functionalities ( Document archiving, routing, scanning, versioning,etc. ) in order to maximise the benefits provided to clients in business process automation.

Any whitepapers, reports or comments are welcome.

Posted 3/8/2011 9:51 AM |  

Document management is needed but many organisations already have document management facilities. Building document management in BPM could mean that these organisations pay for functionality twice and end up with their intellectual property divided into two repositories.

A BPM solution should be flexible enough to offer document management where there is none and integrate with existing systems where they are already deployed.

Posted 3/9/2011 2:59 AM |  

Thanks for your comments Bridget. I totally agree you on your comments. For companies that has not yet implemented document management; the document management functionalities in the BPMS suite will be very important.

Hence the new question; which BPMS vendors have the best capability in terms of DMS functionality? Feedback will be appreciated.

Posted 3/9/2011 3:32 AM |  

DMS functionality is essential functionality for BPM indeed, especially for ACM.

However, DBMS are essential as well and positioned at the same architectural level as DMS(especially the storage part). DBMS-es are hardly ever packed with the BPMS, so why make a difference there with DMS? The only reason I can make up is that BPMS-es are more considered commodity products and way more standarized (hence: easier to use a generic interface like ODBC/JDBC).

DBMS-es that I have used which are offering DMS are BEA AquaLogic (now Oracle BPM) and Cordys BOP4 (for ACM standard, for BPM via JCR 170)

Posted 3/13/2011 2:27 PM |  

Dear Harald, Thanks for the comments.

Posted 3/14/2011 3:01 AM |  

We implemented some projects with an All-in-One Open BPMS & DMS & ECM suite/solution, and the results regarding the process time reduction, error reduction, repetitive non-value human tasks reduction achieved were quite interesting. Let me give you an example for Accounts Payable Documents and Process.
In this process, the client entity issue the order to the vendor. Then the client receive the goods and attached come the invoice (this is simple description of a more complex process).
In terms of BPM & DMS, we got the following (also a simplified resume):
1. Scan the vendors invoice;
1.1 OCR/ICR find the order number, index the document and send it to an DMS Document Library, accordingly rules based on the indexed data
1.2. The paper document is phucally and manually archived accordingly to the system instructions, regarding the physical location (e.g. depot -> shelf -> box -> folder)
1.3 One Workflow is triggered by the entry of the document on the document library.
1.4 Based on the document metadata, Workflow search by unique key, find and pick the Order document and data and cross/check it regarding Invoice data.
1.5 If Invoice data matches the order data (items, price, total price, etc) then it sends the invoice for human payment aproval.
1.6 if not, different rules applies. (I will not detail those here)
With this scenario in mind, the point is: with a BPM and DMS system, we could eliminate the tedious task of searching the order, check each document line by line for errors (such item quantity, reference number, price discrepancies) and empower the user to make final “human” decision: pay or not pay.
This eliminated human tasks like document routing, document storage in the appropriate document library. In the end, the user doesn’t see the DMS interface, just the BPM task to decide to pay or not pay the vendor invoice, already with outcome of the process automation.
This of course can also be done by integrating a given DMS with a BPM tool, but one will struggle first with technical and data integration, before reaching the benefits of the automation, i.e, lower ROI.
The regular horizontal DMS functionalities like versioninh, out and inbox, document viewer and annotation, etc., for a non-processed-oriented usage.

Software Products:
Sacnning, Indexing and OCR/ICR: Iris
BPM & DMS & ECM: Invensys Skelta BPM & DMS for SharePoint
Process Instance Volume: 9000 concurrent active processes in avarage.
Users: 700
Scanning Workstations: 4
Investment: less then 55.000€ (sw licenses issued permits unlimited users for BPM and DMS)
Project Implementation Time: 5 weeks, 1 consulant. This including physical archiving organization, documents time retantion tables and other paper documents based procedures.
Any one who may be interested in other details like end client company name or server topology I can share in private. (mariomoreira@wistonwolf.com)

[Updated on 3/31/2011 6:37 PM]

Posted 3/31/2011 6:22 PM |  

Dear Mario

Thanks for the great example and for the information. This is a good example of creating/maximimizing value when BPM is implemented in a tightly integrated manner with DMS.

Even though a firm might have an ECM solution prior to evaluating/buying a BPM solution; it will be tough for the firm to tap/use the already existing ECM’s capabilities, to automate the processes using BPM+ECM together with the new/planned BPM solution if they are from different vendors. Therefore I believe a BPM solution must have at least some document management functionality ( storing, archiving, versioning, routing, etc. ).

Posted 4/1/2011 1:53 AM |  

DMS (and other) functionality doesn’t have to be in the BPMS, it has to be accessible by it. Why should a BPMS developer have the added burden of building out a set of capabilities that are offered by many others, are very mature, and multiples are deployed in each enterprise. And, depending on the business process being automated, the repository or downstream system of record is a DMS only part of the time. It could be an ERP, CRM, or legacy application. The functionality the BPMS can’t do without is the ability to capture inbound information, preserve it in its original format, and transform it into information (metadata) that will kick off workflow.

Posted 4/14/2011 5:51 PM |  

Allen, that is exactly my point.
If your BPMS integrates well with a DMS there is no need to ship them together.

Just compare it with the fact that any BPMS requires a DBMS, but no one ships one.

Posted 4/15/2011 4:16 AM |  

Au contraire…Nimbus Control has a built-in DM that allows documents to be versioned in their own, separate lifecycle alongside any processes where they need to be owned, versioned, and referenced. If you have your own DMS, you can assign ownership to links into that DMS from content and manage it as though it were in a native repository.

Posted 4/29/2011 10:15 AM |  

As someone trying to implement a ECM solution, I’m finding that BPM discipline and ECM go hand in hand. So many times we create content or claim that we need to access content, without a defined business purpose. These needs should be defined by business rules related to today’s technology and capabilities, but are so often tied to historical roles and paper based procedures.

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Dica de um bom site

link:  http://www.idevnews.com/

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BPM-Con: An Online Conference for BPM – May 26

Fonte: BPM Group – LINKEDIN

Expert BPM Speakers from IBM, Oracle and Progress Software

Learn how to plan, budget and launch an intelligent BPM system

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https://www.idevnews.com/registration?event_id=125&code=LI

Attend Online and Learn
How to plan, budget and launch an intelligent BPM system
• * How to quickly uncover, assess and improve ineffective processes
• * How to integrate BPM with enterprise data and applications for end-to-end

Produced by Integration Developer News

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Avaliação de ferramentas BPMS

http://bit.ly/eKnSX5
http://youtu.be/Xfi1woTDFGU

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