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    BPM and Bpel

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    SOA Training
    The document discusses Business Process Management (BPM) and Business Process Execution Language (BPEL). BPM focuses on well-defined atomic processes within departments, while BPEL can orchestrate end-to-end cross-system processes. BPEL bridges the gap between BPM and service-oriented architecture by allowing processes to execute across systems. The document also provides a case study of an order-to-cash process and recommends using BPM for internal workflows and BPEL for orchestrating end-to-end cross-system processes, along with BAM for visibility.

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    BPM and Bpel

    Uploaded by

    SOA Training
    1K views14 pages
    The document discusses Business Process Management (BPM) and Business Process Execution Language (BPEL). BPM focuses on well-defined atomic processes within departments, while BPEL can orchestrate end-to-end cross-system processes. BPEL bridges the gap between BPM and service-oriented architecture by allowing processes to execute across systems. The document also provides a case study of an order-to-cash process and recommends using BPM for internal workflows and BPEL for orchestrating end-to-end cross-system processes, along with BAM for visibility.

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    BPM versus BPEL

    Original Title

    Bpm and Bpel

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    The document discusses Business Process Management (BPM) and Business Process Execution Language (BPEL). BPM focuses on well-defined atomic processes within departments, while BPEL can orchestrate end-to-end cross-system processes. BPEL bridges the gap between BPM and service-oriented architecture by allowing processes to execute across systems. The document also provides a case study of an order-to-cash process and recommends using BPM for internal workflows and BPEL for orchestrating end-to-end cross-system processes, along with BAM for visibility.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    1K views14 pages

    BPM and Bpel

    Uploaded by

    SOA Training
    The document discusses Business Process Management (BPM) and Business Process Execution Language (BPEL). BPM focuses on well-defined atomic processes within departments, while BPEL can orchestrate end-to-end cross-system processes. BPEL bridges the gap between BPM and service-oriented architecture by allowing processes to execute across systems. The document also provides a case study of an order-to-cash process and recommends using BPM for internal workflows and BPEL for orchestrating end-to-end cross-system processes, along with BAM for visibility.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 14

    BPM & BPEL

    Author : Arun Pareek March 2010

    Agenda
    Overview of BPM discipline
    Types of processes Standards, Tools & Roles

    Overview of BPEL Key Differences - BPM & BPEL Case study of Order-to-Cash process for manufacturing industry like Dell Conclusions & Recommendations Discuss the application of these two technologies for the right business context and requirements.

    Business Process Management


    Is a discipline for management of atomic business processes whose functional boundaries and human actors are welldefined. Hence, centres around documents, people and processes. High-level Activities in BPM
    Process Definition Process Execution Process Monitoring Process Optimization

    Type of Processes
    Document-centric: Processes revolve around approval, routing and handling of documents. People-centric: Processes revolve around human tasks, refer back or re-execution of tasks, parallel tasks, complex user interactions (loops), escalations, etc. with quick turnaround times. Process-centric: Processes revolve around a core business function/process which has a well defined boundary (within a department like a Warehouse, Finance, etc). System-centric: Processes revolve around the execution of functional workflows/processes in other systems, reexecution of sub-processes, etc. while retaining control of the end-to-end business process at a macro level when work flows across systems (rather than just people)

    Standard, Tools & Roles


    Activity Process Definition Standard BPMN XPDL ebXML BPSS Tools AquaLogic Business Process Modeller IDS-Scheer ARIS (Oracle BPA Suite) WebSphere Business Process Modeller AquaLogic BPM (earlier Fuego BPM) Lombardi PEGA BPM TIBCO iProcess Suite Role Business Analyst Business Process Architect

    Process Execution

    Proprietary BPEL BPEL4People WS-CDL Wf-XML

    Business Process Developer/Designer BPEL Developer

    Process Monitoring

    Proprietary right now Standard evolving

    Oracle BAM TIBCO BAM PEGA BAM

    Business stakeholders Operations

    Complemented by other standards on


    Standardized data models for verticals (OAGIS, ebXML, RosettaNet) Technology standards XML, SOA security, Messaging, etc(OASIS)

    Standard, Tools & Roles

    Process Design

    Process Execution
    Process Monitoring

    DELL CONFIDEN TIAL

    BPEL is a popular standard for orchestration of composite business processes that span across systems that in turn run atomic & functional sub-processes. Hence is systemcentric Currently the standard is BPEL 1.2 (Oracle supports BPEL 1.1) BPEL is XML based standard and is machinereadable
    DELL CONFIDEN TIAL

    Overview of BPEL

    Overview of BPEL
    <variable>
    Credit Rating BPEL Flow

    <process>
    start

    10:00am

    Get Rating

    <faultHandlers> <invoke> <flow>


    Handle Negative Credit Exception

    <partnerLink>
    United Loan

    Send Loan Application

    Send Loan Application

    <invoke> <receive>

    Star Loan

    <partnerLink>

    Receive Loan Offer

    Receive Loan Offer

    <partnerLink>

    </flow> <switch>
    </process>
    ? Select Lowest Offer

    end

    03:00pm

    Key Differences - BPM & BPEL


    Criteria Scope BPM Intra-department functional workflows with well defined boundaries Document-centric People-centric Process-centric Actors are mostly Humans Workflows are complex with the actors confined to largely one department and its functions. Proprietary execution formats & standards Processes can be defined in BPMN BPEL Inter-department, cross-system composite (endto-end) processes; sometimes across organizational boundaries System-centric Centricity or Focus Actors

    Actors are mostly Systems Human tasks in the processes are mostly reserved for process/business exceptions to be handled by process owners. Open standard BPEL engines do have proprietary extensions Processes can be defined in BPMN and exported to BPEL format

    Standards

    Structure
    Transaction Volume

    Fairly un-structured
    Cannot handle large volumes Typically support large number of users

    Structured
    Can handle large transaction processing volumes (millions of processes per day)

    Case Study
    A Typical End-to-End O2C Process
    Order-to-Cash Process
    Enquiry & Quote
    CustomerRelationship Relationship Customer Management(CRM) (CRM) Management

    Order Booking

    Order Processing

    Shipping

    Invoicing

    Receipt & Allocation

    Enquire & Request Quote Receive Invoice Quote Accepted? Y Order Entry Make Payment Soft-copy Receipt

    Generate Sales Order

    Check in Warehouse

    Inventory Inventory Management Management (WMS) (WMS)

    Plan Dispatch Inventory Exists? N Create Work Order Transfer from Storage to Shipping Area

    Inventory Update

    Reduce Inventory

    Generate Pick Ticket

    Produce Product

    Increase Inventory

    Generate Packing Slip

    Load & Ship

    Ship Confirm

    Raise Invoicing Request

    Generate AR Invoice

    Generate AR Receipt

    Invoice Allocation

    In the real world, most of these systems will be from different vendors. These core functional systems will have their own proprietary workflow tools Most of these core functional systems are designed from the function and user point of view. BPM cannot orchestrate these E2E and also provide visibility. Process Owner does not have visibility of the E2E process.

    Cross System Interactions

    Finance Finance

    Shipping Shipping

    Production Production Management Management

    Order Order Management Management

    Case Study
    A Typical End-to-End O2C Process
    Order-to-Cash Process
    Enquiry & Quote
    CustomerRelationship Relationship Customer Management(CRM) (CRM) Management

    Order Booking

    Order Processing

    Shipping

    Invoicing

    Receipt & Allocation

    Enquire & Request Quote Receive Invoice Quote Accepted? Y Order Entry Make Payment Soft-copy Receipt

    Generate Sales Order

    Check in Warehouse

    Pick A BPM Candidate


    Plan Dispatch

    Inventory Exists? N Create Work Order

    Inventory Update

    Reduce Inventory

    Generate Pick Ticket

    Production Production Management Management

    Produce Product

    Increase Inventory

    Transfer from Storage to Shipping Area

    Most of the atomic and departmental functions/processes are well-defined. If implemented as part of a packaged application, the choice of using BPM for such processes wont be there. If implemented from scratch, such processes are good BPM candidates.

    Shipping Shipping

    Inventory Inventory Management Management (WMS) (WMS)

    Order Order Management Management

    Generate Packing Slip

    Load & Ship

    Ship Confirm

    Finance Finance

    Raise Invoicing Request

    Generate AR Invoice

    Generate AR Receipt

    Invoice Allocation

    Case Study
    A Typical End-to-End O2C Process
    Inventory Update in WMS
    Inventory count and adjustment

    Event

    WMS Receipt & Put Away or Pick Ticket & Dispatch

    WMS Manager

    Create Physical Inventory Document

    Review Inventory Count

    Accept Count?

    No

    Recount

    Yes

    WMS Clerk

    Physical Inventory Document

    Physical Count

    Enter Count in WMS

    End Process

    In the real world, such functions involve a lot of human tasks that have to be done manually. In the real world, these systems are packaged applications with their own workflows which may or may not be in BPM tools. These core functional systems are designed from the Functional User point of view.

    Conclusions
    BPM is a discipline for management of atomic business process whose functional boundaries are well-defined rather than management of longrunning end-to-end business processes that fulfil an end-to-end business process that spans across multiple disparate systems. BPEL is a sub-set of the Business Process Management discipline BPEL bridges the gap between BPM and SOA. BPEL does what BPM cannot do on its own i.e. execute/orchestrate processes across department/functional systems in a standard way while at the same time providing Visibility & Control to the Business Process Owner. BPEL is not good at handling complex workflows that involve a lot of human tasks (work-items) and which demand quick turn-around times. EAI can fill in the cross-system workflow gap to some extent but it does not give visibility and control to the Process Owners. BPM tools are not suitable for high-volume transaction processing while most BPEL tools are.

    Recommendations
    Use BPM for inter-departmental function workflows/processes that are centred around human tasks and documents Orchestrate end-to-end, cross-system processes using a BPEL engine. In a green-field project, if all functional workflows are going to be built from scratch, then BPM can be used for process management and process-integration instead of BPEL but if more than one packaged application/system are going to be used in the project, then using BPEL along with BPM is a better option. Use BAM in tandem with BPM and BPEL for end-to-end process visibility.

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