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BPM Conference Portugal 2013 - Robert Shapiro "Visual Analytics in BPM Systems"

Robert Shapiro Research for OpenText and chairman of Process Analytica at OpenText Robert Shapiro is SVP:Research for OpenText and chairman of ProcessAnalytica. He founded CapeVisions and developed Analytics and Simulation software used by FileNet/IBM, Fujitsu, PegaSystems and Global360. Prior to CapeVisions, he founded Meta Software Corporation and developed graphical modeling and optimization tools for business process improvement. These tools were used by BankAmerica, Wells Fargo, JPMChase and other banks to optimize check processing and LockBox operations. As Technical Committee chair of the WfMC, he plays a critical role in developing international standards for workflow and business process management. He has been instrumental in the creation and evolution of XPDL and BPMN. He is currently co-chair of The Business Process Simulation Working Group developing standards to support sharing of simulation input and output data for process models based on BPMN and XPDL. "Visual Analytics in BPM systems" In this session I describe a platform for visual thinking about business processes. Charts and diagrams are used to visualize the behavior of a business process and aid in the improvement of that process. Algorithms propose and test improvements driven by business goals. A live demo of a prototype workbench, Optima, is used to show the integration and coordination of the chart set and optimization algorithms based on the visual analytics. Optima consists of a set of toolkits for modeling, simulating, analyzing and optimizing business processes described in BPMN . Visual representations within and across the toolkits are synchronized and provide the user with multiple perspectives exposing the behavior of a complex process and the root causes of that behavior.

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178 views19 pages

BPM Conference Portugal 2013 - Robert Shapiro "Visual Analytics in BPM Systems"

Robert Shapiro Research for OpenText and chairman of Process Analytica at OpenText Robert Shapiro is SVP:Research for OpenText and chairman of ProcessAnalytica. He founded CapeVisions and developed Analytics and Simulation software used by FileNet/IBM, Fujitsu, PegaSystems and Global360. Prior to CapeVisions, he founded Meta Software Corporation and developed graphical modeling and optimization tools for business process improvement. These tools were used by BankAmerica, Wells Fargo, JPMChase and other banks to optimize check processing and LockBox operations. As Technical Committee chair of the WfMC, he plays a critical role in developing international standards for workflow and business process management. He has been instrumental in the creation and evolution of XPDL and BPMN. He is currently co-chair of The Business Process Simulation Working Group developing standards to support sharing of simulation input and output data for process models based on BPMN and XPDL. "Visual Analytics in BPM systems" In this session I describe a platform for visual thinking about business processes. Charts and diagrams are used to visualize the behavior of a business process and aid in the improvement of that process. Algorithms propose and test improvements driven by business goals. A live demo of a prototype workbench, Optima, is used to show the integration and coordination of the chart set and optimization algorithms based on the visual analytics. Optima consists of a set of toolkits for modeling, simulating, analyzing and optimizing business processes described in BPMN . Visual representations within and across the toolkits are synchronized and provide the user with multiple perspectives exposing the behavior of a complex process and the root causes of that behavior.

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Visual Analytics and Smart Tools

Robert M. Shapiro SVP Research: Opentext

Integrated set of visual toolkits for modeling, simulating, analyzing and optimizing business processes.

Visual representations within and across the toolkits are synchronized and provide the user with multiple perspectives exposing the behavior of a complex process and the root causes of that behavior.

To validate a model we use Gantt Charts displaying information about the path of a work item arrival through the process. They are synchronized with the Process Preview, a compressed view of all the pages in the model which in turn is synchronized with the MODEL toolkit. The Gantt charts are synchronized with MODEL and with other chart groups and tables within ANALYZE.

For a simple process like our example there is not much to validate; for more complex, real-life models, however, the combination of Gantt chart, process preview and time slicer turns out to be quite powerful. And if the travel of a work item through the process comes to an untimely end, due to inconsistent XOR branching, for example, the ANALYZE toolkit will mark this by moving the time slicer and scrolling the preview.

When we focus on the workflow process as depicted in the MODEL toolkit and want to know whether and where a particular node appears in a Gantt chart, we do a right-click on that flownode and select Synchronize. The Gantt time slicer is moved to point where the work item arrives the first time at that node, if at all. Figure 5 depicts the case for the subprocess process premium and work item arrival 11.

We see that cycle times are mostly distributed between 30 and 135 minutes, and then at the right edge there a few outliers. We select them for a closer look. When we browse through the selected Gantt charts by means of the spinner we see that all contain the process premium branch, some end approved and others rejected, and wait times in front of the tasks receive application and KYpremiumC differ but their sums remain the same.

Path patterns classify the work item arrivals by counting how often the work item passes through the different flow nodes. The third ANALYZE pane shows the path patterns. Pattern 3, the one with the smallest size, characterizes those work items that pass through process premium and get rejected. If we click on the Arrival List cell of a pattern, the subset is selected in the History chart and we can scan all the histories with the same path pattern.

The resource idleness analysis for the whole period of time and in a copy the same data for a single day. It seems that a maximum cycle time of about 2.5 hours may be unnecessarily low for the given application.

From the OPTIMIZE toolkit we can start our Smart Allocation tool for any of the scenarios available in ANALYZE or for a fresh simulation. Once started, the Smart Allocation tool allows in fast iterations the changing of the number of copies (clones) of each resource, simulation of the given set of work item arrivals and comparing of the results in terms of resource and cycle times.

We have a simple idleness reduction algorithm that removes clones from a resource as long as its remaining average idleness does not fall below 20%. Here it comes up with a much leaner allocation, with two immediate consequences. The average per-arrival cost goes down from $14.45 to $9.40. The cycle time goes up to about 5 hours, with two groups of outliers, one around 19 hours and one around 66 hours.

receive app. premium regular

obese 7 10 13

Fat 6 4 6

meager 2 0 1

idle-redd 3 2 2

lean 2 1 2

Parameter Setting pane, the Return-on-Investment prediction pane and a tabbed pane with two auxiliary charts, Workload and Cycle Time, for a quick assessment of performance. FYI, presents additional information in textual or tabular form.

The tool offers three ways of improving the productivity. Invest in training to improve staff performance. Invest in reducing the handling time at tasks. o Tasks are ranked according to their total handling time. You can choose to invest in the top n %. Change the workflow: import an extra To-Be model with its own simulation details. o If you check import the import button becomes enabled; the other fields are disabled. o If import is checked and no To-Be was imported before a Run you will then be asked to do so. If you plan an investment expecting more business you can specify the growth per interval to be applied from the second interval on.

Choose an interval month, quarter or year and the number of intervals for the ROI prediction. Specify the initial investment for the whole project. Specify the annual interest rate. It is applied each interval to the amount not yet returned by improved productivity. Specify the ongoing costs per interval for implementing the changes, e.g. for staff training.

The information in this group is used for Cost/Benefit analysis. Specify revenues per work item in terms of a single property e.g. Category with possible values premium and regular and filtered by a single end state e.g. (application) approved. Specify also potential penalties if the cycle time exceeds the given limit e.g. 8 hours. Specify total staff costs (salaries plus benefits etc.) and infrastructure costs (e.g. office space, equipment per staff person) in terms of the variable costs for salaries. In our example the total costs of operation are assumed to be twice the costs for salaries.

The initial investment The ongoing costs per interval The net benefit per interval The accrued benefit relative to the initial investment The payback point (break-even)

Thank you.
Contact Information: [email protected]

Acknowledgements
Dr. Hartmann Genrich: For the charts and tables in the presentation.

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