Editing OMG OCEB BPM Technical Intermediate (section)

===Papers===
====OCEB Definition of Business Process====
* OCEB_Definition_Of_Business_Process.pdf
* 5 different Definitions

====[http://www.businessrulesgroup.org/brmanifesto.htm The Business Rules Manifesto]====

====Orchestration or Choreography?====
* Mike Rosen, BPTrends; 04-08-COL-BPMandSOA-OrchestrationorChoreography- 0804-Rosen v01 _MR_final.doc
* difference between Orchestration and Choreography. First:
**Defines a single master controls of all aspects of a process (top-down approach)
**Supports a graphical view of the sequence
**Easily maps to SOA
**Is usually simpler to start with; but often harder to scale to more complex processes
**Is driven by the graphical sequence model, i.e. function follows form
**Represents the state-of-the-practice, and is supported by the majority of tools
*There are currently two principle approaches to choreography,and workcomponent-based:
** message-based, define behaviors by exhaustively capturing the message contracts between collaborating parties, supported by the WS-CDL standard (Web Service Choreography Definition Language) and is often used for B2B applications
** The overall process behavior “emerges” from the working of its parts (bottom up). No global perspective is required
** Complex work processes are decomposed into work agendas where each autonomous element controls its own agenda
** Easily maps to event and agent based systems
** Is usually more difficult to start, but often easier to scale to complex processes
** Graphical representations can be derived from the process, i.e. form follows function
** Represents the state-of-the-art, and is gaining support with emerging tools
====Starting the BPM Center of Excellence====
*Glenn Smith, Starting_the_BPM_COE_(Appian).pdf
* Typical activities of a COE include:
** Defining BPM methodologies and best practices
** Providing reusable tools and templates
*** tools for configuration management and version control
** Ensuring consistency of BPM projects with applicable corporate standards
** Providing expertise in the use of the selected tools
*** providing proven approaches
** Providing guidance and performing reviews for all projects
* Roles
** BPM executive sponsor
*** not from IT, but from Business
*** controls BPM budget
** Visionary
** Expert in the corperate infrastructure
** BPM tool specialist
** Business Analyst
** Tool developer

====Enhancing Business Process Management With Simulation Optimization====
* by Jay April et a
* 01-05 WP Simulation Optimization - April et al.pdf
* Simulation is positioned as a means to evaluate the impact of process changes and new processes in a model environment through the creation of what-if scenarios
* In 1986, Dr. Fred Glover coined the term '''metaheuristic''' to describe a master strategy that guides and modifies other heuristics to produce solutions beyond those that are normally generated in a quest for local optimality.
* In the area of design of experiments, the input parameters and structural assumptions associated with a simulation model are called '''factors'''. The output performance measures are called '''responses'''.
* In the world of optimization, the factors become '''decision variables''', and the responses are used to model an '''objective function''' and '''constraints'''.
* Goal are:
** find out which factors have the greatest effect on a response
** combination of factor levels that minimizes or maximizes a response
** subject to constraints imposed on factors and/or responses
* Performance objectives in the area of Business processes may include throughput, costs, inventories, cycle times, resource and capital utilization, start-up times, cash flow, and waste.

====Modeling and Simulation in Business Process Management====
* by M. W. Barnett
* 11-03 WP Mod Simulation of BPM - Barnett-1.pdf

====Workflow Patterns====
* BPM-06-22 Workflow Patterns Revised.pdf
** [[BPMN#Workflow_Patterns|see here]]

====SLAs: A CIO's Guide to Success====
* [http://www.cio.com/article/2439388/it-organization/slas--a-cio-s-guide-to-success.html Source]
* Penalties and rewards
* focus on consumables that are consumed
* Simple is hard
* clear relation between cost and level of support
* ask for expectations and set expectations
* variable areas with resource pools
* ties SLAs to variable component of staff salaries
* devide SLA into performance level (e.g. basic, enhanced, premium)
* automate SLA performance
* 99% average availability hide outage of critical application at an important time
* more business oriented SLAs:
** ''measuring what is possible'' might not be what is needed e.g. for a call-center operations measuring availability of servers, applications, desktops will not measure processes or capacity => research on vital data, select the right layer e.g. application availability is more important than networt or server availability
** definition in business terms, but be careful because ''what you can't measure you can't manage''
** put someone in charge for end-to-end
** revisit SLAs

====Establishing Service Level Agreements====
* [http://www.nkarten.com/sla.html by Naomi Karten]

====Business Activity Monitoring - Economic Impact on Industry Verticals====
* FOUR 07-07-ART-BusActivityMonitoring-Juturu - final.pdf 
* by Venugopal Jufuru
* Gartner defines BAM as a function or application that uses event processing and operational data polling to monitor the status and values of key business indicators in real-time, and issue alerts when indicators are out of normal, or specified conditions are met.
* Tibco: Business activity monitoring (BAM) refers to the aggregation, analysis, and presentation of relevant and timely information about business activities inside your organization and involving your customers and partners.
* You can't manage what you don't measure
* Steps in BAM are:
** Receive Event Data
** Aggregate
** Analyze
** Filter
** Display
** Alert
** Continuous Improvement
* Implementation can be performed by:
** Big Bang (if agressive targets)
** Selective Model (small sample with maximum pain areas and quick roll-outs if high pressure)
** Hybrid Model
* Implementation is done in phases:
** Plan
*** Identify process owners and business users
*** form a BAM commitee with stakeholders
*** agree on time slot for discovery phase
*** tool evaluation
** Discovery and Analysis
*** prioritize pain areas
*** perform root cause analysis and discover improvement areas
*** agree on KPIs and find time, frequency and location
*** choose solution
** Implement and Continuous Improvement
*** implement BAM
*** educate
*** feed BAM committee
* Tool Features are:
** Dashboard
** Correlation of complex events
** predictive analysis
** real-time monitoring
** pattern matching
** messaging, adapters and agents
** rule editor with threshold, sequence and time-based processing
** historical data store
** prediction

====Business Activity Monitoring (BAM): The New Face of BPM====
* by WebMethods
* BAM-The_New_Face_of_BPM_1106.pdf
* three new strategic areas:
** Business Assurance and Visibility
*** SLA assurance
*** Defect detection
** Control Services
*** buyer may not be the approver
*** Deadline Management
** Complex Pattern Recognition
* BAM concentrates on:
** Volumes like
*** number of transactions
*** number of events
*** number of calls
*** tranaction revenues
*** cost
** Velocities like
*** process cycle time
*** wait-times
*** life-time
** Errors
** Special Conditions