Workflow solo es un proceso Pi

Document technical information

Format pdf
Size 1.2 MB
First found May 19, 2016

Document content analysis

Language
English
Type
not defined
Concepts
no text concepts found

Persons

Ernest Hemingway
Ernest Hemingway

wikipedia, lookup

Kathryn Robinson
Kathryn Robinson

wikipedia, lookup

Jim Jones
Jim Jones

wikipedia, lookup

Jude the Apostle
Jude the Apostle

wikipedia, lookup

Johnny Hodges
Johnny Hodges

wikipedia, lookup

Carl Hewitt
Carl Hewitt

wikipedia, lookup

Organizations

Places

Transcript

BPTrends
January, 2004
Workflow is just a Pi process
A breakthrough in the representation and execution of business
processes inspired by the Pi Calculus, and enabled by new
Business Process Management Systems (BPMS)
Howard Smith & Peter Fingar
Status: This article was first published in a provocative work-in-process draft and
distributed to various mailing lists, including OASIS BPEL TC, W3C WS-CHOR,
BPMI-INFO and joint BPMI-WfMC forum. The aim was to entice input from
several professional groups. The draft and its catchy title generated controversy
among workflow experts in emails and various response documents [Ref 1]. This
version reflects feedback from those who responded with valuable criticism and
insight.
Abstract: There is much talk today about a business process management (BPM)
rEvolution. The revolutionary part is about a new category of software known as the
business process management system (BPMS). The evolutionary part is about using
the BPMS to exploit existing business and technology assets in a way that creates new
value. Along with any revolution comes confusion. What exactly is BPM? Isn’t it just
workflow technology, which has been in use for twenty years, plus Web services?
Why don’t we describe what is going on today as the “new workflow rEvolution,” a
subtle extension of workflow systems? To answer these questions, we explore the
foundations of the workflow paradigm, and describe the paradigm shift in technology
that is needed to overcome limitations of workflow systems to build and deploy
robust Business Process Management Systems (BPMS)—the kind of information
systems that businesses now demand as new sources of competitive advantage in an
ever more uncertain and complex global economy. Along the way, we explain how
languages such as BPML, inspired by the mathematics of Pi Calculus, can model all
workflow patterns and the services provided by workflow engines [Ref 2]. The
mathematical underpinnings allow the development of software products that include
implementations of such languages to unify the lifecycle management of end-to-end
business processes that include workflow semantics.
The world of workflow
Severe and well acknowledged problems of Workflow Management Systems stem
from their rigorous and formal nature. Implementations of workflow tend to be
coercive, isolationistic, and inflexible; whereas the natural interaction of people
frequently incorporates flexibility, opportunistic behavior, social awareness, and
compromise. -- Skip Ellis, BPM’03, Eindhoven
The word “workflow” is etched into our collective consciousness … the flow of work.
We each have a deep-seated understanding of what this means based on our
experience at work and our work with workflow technologies. In our respective
organisations we spend a lot of time with documents and forms. We pass documents
and forms to each other in support of our daily tasks. We do this in a myriad ad-hoc
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
1
BPTrends
January, 2004
patterns using electronic mail and in more prescriptive ways using workflow
management systems. Workflow systems structure our document exchanges so that
our work has rigor. We are enslaved by workflow and simultaneously empowered by
it. Such systems let us set out the desirable flows of work and our computers help us
with tasks that can be so automated, freeing us for more creative and productive
activities.
Intuitively, it seems that all possible business processes can be supported using just
these ideas of flow, documents, forms and routing. After all, we can enrich the
automated flow of documents using all kinds of business rules. Information of
interest to us can be prioritised, classified, sorted and distributed to those in key roles
so as to seemingly meet every nascent business need. We can also include key backoffice IT systems in the flows, even machines on a production line or trucks in a
logistics supply chain. Where IT systems or machines can help us in our business, we
enlist them to do work for us by using workflow systems to shunt information to and
fro.
We use the same techniques to shunt information onto and off of the work task lists
of our work flow desktop. We are driven by work, and we create work. The work
flows. We even extend the workflow model with schemes that route and allocate work
according to business strategies, based on resource capabilities, responsibilities and
availability. We organize work around cases of interest and their associated
information. It is an understatement that, with workflow management systems
(WFMS), we can create very sophisticated flows of work. But there is a catch.
While many workflow technologies have evolved beyond a document-centric view of
world, allowing them to be used in other contexts, they hard code a meta-model of
process that limits their ability to create a unified process platform. This was one of
the triggers for the creation of the Business Process Management Initiative
(BPMI.org) and the development of the Business Process Modeling Language
(BPML) and Business Process Management Systems (BPMS).
Workflow systems are not based on a single model of workflow
Today, most enterprise applications (for example, ERP systems) include a WFM
component, and workflow engines have been used as the control elements at the
heart of enterprise application integration products (EAI brokers). Today, workflow
is far more than an aid to manage documents and forms routing—it has become a
systems development platform in its own right and a way to develop new business
applications. Advocates point to the fact that 75% of workflow projects succeed
while 75% of application development projects fail. It appears that defining a
business system in terms of work item flow is easier, and more flexible, than trying to
develop the same functionality as bespoke software. This is not surprising, since the
flow of work among people, systems and machines is a natural way to envision,
design, build, manage and operate an information technology infrastructure. It is
closer to the way business people think than software engineering. Such workflow
technology is mature, well understood and widely deployed, although it has been
more successful in some industries than in others. Why is this?
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
2
BPTrends
January, 2004
For years theorists have studied so-called workflow patterns, the patterns of work that
occur in business and how these can be supported by a WFMS. Vendors of workflow
solutions strive to support as many of these workflow patterns as possible. The very
best workflow management systems support a rich array of patterns that can be used
to construct elegant system behaviours. So why is that workflow systems have not
been used to develop all software systems? Why are we still using Java and a host of
other computer languages? One reason is because different workflow systems
implement workflow in different ways. The implementation of workflow, by different
vendors, takes many forms. Indeed, it is fair to say that there is no one model of what
workflow actually means.
Despite the efforts of associations and standards development, particularly the
Workflow Management Coalition (WfMC.org), many workflow systems today are as
different from each other as they are from programming languages such as Java. For
this reason, CIOs that deployed workflow were nevertheless unprepared to commit
to the workflow model as their primary systems development methodology. To do so
would require them to commit to a single workflow vendor because of differences
between individual workflow engines. CIOs making these decisions lacked
confidence that they could move business assets arising from workflow execution
between the workflow platforms of different vendors. We believe that this simple
reality has limited the market adoption and applicability of workflow.1 Differences in
workflow semantics also fragmented the market for workflow solutions, with many
niche vendors still finding a role for themselves because of unique workflow
“features” only found in their solution. The situation has been quite frustrating for
some workflow theorists, who have suggested a further standardisation of the
workflow model through the publication of proposals for new unified workflow
languages, such as YAWL, Yet Another Workflow Language [Ref 3].2
But there are deeper reasons why workflow technologies cannot be used to model
and execute all possible software processes, even if the industry all agreed on one
workflow model. The flow of work, whether among humans, systems or between
both, is only one possible way to think about process. For as it turns out, existing
workflow technology views the world in a way that limits the types of processes it can
support. This appears to be a fundamental limitation, inherent in the classical
workflow model itself, and is the reason that today theorists are proposing extensions
to the workflow model to make up for deficiencies. In fact, some of the most
common processes we use in business cannot be modelled and deployed using
workflow engines. Those who have deployed workflow systems understand that
business processes are often coerced to adapt to the way workflow vendors require
them to be represented in specific implementations.
Contrast this to the success of the relational database, based on a common language, SQL, and a
common data representation. The RDBMS can be argued to be the most successful category of software,
unpinning the success of myriad ‘data centric’ applications, not least of which is ERP.
1
2 The authors would be interested in hearing from anyone implementing the full semantics of YAWL in an
industrial strength solution. Contact [email protected]
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
3
BPTrends
January, 2004
Recently, a new way to think about all processes, called the Pi Calculus, has emerged
from theory into robust implementations—Business Process Management Systems
(BPMS). The BPMS is a new category of software, as the WFMS and the RDBMS
were before it. To understand the new platform, we are going to describe a rather
basic process, electronic mail. While we would not advocate using a BPMS, or a
WFMS, to actually implement electronic mail, studying the way electronic mail works
is helpful in understanding new possibilities for supporting the automation of all
business processes.
Workflow semantics cannot model the majority of business processes
Consider electronic mail as a process, a process upon which we all depend. With the
advent of viruses, the spread of spam and the menace of the “reply to all with
history” button, some may regard email as an undesirable business process. But for
the purposes of this discussion let’s put these concerns to one side. How does email
work?
We send email to you, you pass the message to third parties and, through this
exchange they are able to get back to us. How does this happen? By receiving email,
or more specifically by receiving an email address, directly or indirectly, we acquire
the capability of giving, to third parties, the capability to communicate with others
linked to that email address. (Read that last part again, as it’s important.) This is what
makes email work.
We give a name, in the form of an email address, to others, and this gives them the
ability to communicate with yet other participants in the thread of the conversation—
opening up the conversation so that it extends, over time, to involve new participants
that contribute value to the process.
The email thread represents the history of the process. In each mailbox the thread
represents the history of those individuals’ unique interactions in the process. The
email addresses represent the participants in the process. The end-to-end process is
the collation of all the threads across all of the participants. Through this simple
model, which is implemented within email servers like Microsoft Exchange and Lotus
Notes, a dynamic world of digital conversation becomes possible—a new business
process. Now, what’s really noteworthy is that, without exception, even this simple
process cannot be easily modelled, and then executed, using classical workflow
engines. In fact, we believe workflow engines simply cannot become email servers.
There is something about email that workflow engines were never designed to
handle. The reason is that email processes exhibit so-called mobile behaviour. On the
other hand, while email servers hard code a process meta-model for email, they
cannot be adapted to other processes, such as supply chain. While workflow engines
hard code a process meta-model for workflow (to their distinct design), they cannot
be adapted to email, or supply chain. By contrast, the BPMS is the search for a
universal engine of process, adaptable to all possible processes.
Processes, but not workflows, exhibit mobile behavior
Mobility is a property of most, perhaps all, processes—a phenomenon recognised by
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
4
BPTrends
January, 2004
ACM Turing Award Winner, Robin Milner, who, working with colleagues David
Walker and Joachim Parrow, developed a formal theory of mobile processes, the Pi
Calculus. The term mobility refers to the way in which processes evolve as they
execute, through the exchange of information among participants whose
relationships and links evolve as a result. In the email example, the mobility of email
addresses changes the links between people, determining what they know, whom they
know, and how they found out.
Milner observed that the world around him, as it relates to the way processes are
embodied in computer systems and networks, comprise separate computational and
communicating elements at all levels, from the micro to the macro. For example, within
a microprocessor device, the CPU computes by communicating via registers. Putting
devices together to make a board level assembly, the devices compute as they
communicate via the copper tracks on the board between components. Putting these
boards together to construct a computer, they compute, as they communicate via the
back plane bus. Then, we deploy computer programs on the computer and they
compute as they communicate, using messages or shared memory. Subsequently we
develop business applications, and they compute, but need to be integrated so that
business data can be shared and communicated among them (we call this EAI today).
Finally, we place these computing systems on wide area networks and they
communicate to implement electronic mail, file sharing, the World Wide Web, Ebusiness, EDI and a myriad other business-to-business or system-to-system
processes.
It certainly appears that, as far as computer science goes, the IT industry at large
treats computation and communication as two very different, and very distinct,
disciplines. Some devices compute, some devices communicate. When Milner and his
colleagues began to think about this, they posed a very hard question, “Could it be
that computation and communication are merely manifestations of the same thing?”
They sought, and eventually found, the equivalent of a Grand Unified Theory in
physics. They called the thing they were looking for a process. They found they could
build processes with processes.
Figure 1 – A process is made of other processes.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
5
BPTrends
January, 2004
It was these theorists’ insights, built on the shoulders of previous pioneers in
concurrent computation such as Gul Agha and Carl Hewitt, that ultimately led to the
development of the Pi Calculus, and, many years later, the BPML foundation for a
BPMS. The development of the Pi calculus itself was a multi-year effort, resulting in a
formal model for all processes.
Figure 2 – Milner and colleagues observed that processes exhibit mobile behavior,
dynamic links established through the interchange of information.
A new foundation for business processes
Milner was motivated by the search for a true unification of computing and
communication and he gave it the name informatics [Ref 4]. He believed that
informatics would provide a new understanding of, and options for, the
implementation of concurrent distributed processes. This had been an active area of
research prior to the identification of the Pi Calculus, both by Milner in respect of his
earlier CCS (calculus for communicating systems) and the work of others, including
Anthony Hoare’s process algebra for CSP (communicating sequential processes).
Before these innovations, the prevailing Lambda Calculus had been the underpinning
of our understanding of single-threaded computation. It is now generally accepted by
computer scientists that the Pi Calculus provides a general theory of interaction within
and among multiple computational threads. It has become an active area of research,
with many extensions and restrictions proposed. One of those extensions, the Join
Calculus, was actively used in the development of BPML.
Processes, Milner observed, could be considered to consist of many elementary,
parallel, interacting and communicating threads. The behavior of the process, and its
result in the environment, was governed only by the information passed between the
elementary threads during interactions. Even when Milner looked at something that
appeared, at first sight, to be single-threaded he saw instead a way to understand it
using parallel constructs. For example, adding an item to a list of tasks—a common
requirement in a computer—can be considered as an interaction between two
processes, the head and tail of the list. The list grows as its separate process participants,
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
6
BPTrends
January, 2004
the items in the list, communicate with each other, exchanging pointers. This way of
understanding list operations is a very different understanding of the list’s behavior
than our usual notions of a list data type operated on by code to manipulate linked
list pointers.
Figure 3 – Two ways of looking at a linked list. On the left, as separate data structure and
software code (computation and communication). On the right, as a process, in which the list
grows as its head and tail interact. Such elementary processes are said to proceed, i.e. execute.
There is no distinction between computation and communication.
By adopting this approach to process representation, arbitrary distinctions between
what is considered communication, and what is considered computation, begin to
dissolve in front of our eyes. In the world of business processes, the equivalent
unification is between control-flow and data-flow, and between participants that
exhibit both types of behavior. If this seems a little confusing at first, it’s necessary to
realize that in the world of Pi Calculus, all participants in a process are themselves
processes. In other words, the process is the fundamental atom or building block, just
as in Smalltalk an object is the fundamental building block.3 This is true whether the
process participant is an “unlively” entity such as the integer “1,” or as dynamic as the
behavior of a complex, end-to-end business process such as order-to-cash. Thus
integers, stings, objects, workflows, procedures or indeed any other digital or
computational entity or service can be considered to be an abstract data type called a
process.
Smalltalk attempted to derive a complete programming environment from objects. BPM does not
attempt this for processes. Rather, a BPMS provides a Design Driven Architecture (DDA) based on
processes. Another category of software that adopted this approach was the relational database (RDBMS).
Here, the relational form of data was used to create a data management platform. In BPMS, Pi Calculus is
used to create a process management platform. Business Process Management Systems adopt a deliberate
focus on the management of discrete and transactional processes, without addressing a broad range of
applications that do not fall into this category. Nevertheless, this restriction is made acceptable by the
broad spectrum of industries that make extensive use of such a category of processes. As a result, instead
of falling into the trap of becoming some kind of "Jack of all trades, master of none", Business Process
Management Systems can be considered as a best-of-breed solution for managing discrete and
transactional processes.
3
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
7
BPTrends
January, 2004
Figure 4 – Two ways to interpret the role of any participant process within a process.
Pi Calculus heralds a future where, just as Objects replaced Procedures, we build new
Process Oriented Programming (POP) methodologies. In the world of Pi Calculus,
every process participant is given a unique Name, and that Name is a central notion
of Pi Calculus—the connections between named participants represent the dynamic
capabilities and behavior of any given process, at any point in time. Pi Calculus is an
algebra in which names represent channels that can act both as transmission medium
and as transmitted data. This communication is done on complementary (input and
output) channels. Pairs of processes interact with each other by sending and receiving
named messages in a synchronized way. The contents of messages are also channels.
As a result of such a communication event, the recipient process may now use the
received channel for further communication, as in our email example. This feature,
the mobility in the system, allows the network “wiring” to change with interaction
between the participants. The Pi Calculus provides a framework for the
representation, simulation, analysis and verification of mobile communicating
systems. Milner has shown that, mathematically, all that we previously understood as
computation, and all that we previously understood as communication, can be
modeled and understood as the same thing—processes.4
Business processes are mobile processes
While several workflow systems utilize the services of email systems to provide a
collaborative interface, we observed that the nature of electronic mail could not be
easily be implemented on a workflow engine because of the never-ending, infinitely
extensible, nature of email communication. Email processes live “in cyberspace”,
This insight is leading some researchers to consider the possibility of computer hardware based on this
new foundation, which could have immense implications for the design of future parallel processing and
communications systems.
4
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
8
BPTrends
January, 2004
distributed everywhere, and can link and join in new ways, creating new knowledge,
just by the passing of email addresses. Despite the difficulty of supporting such
process models on workflow systems, it turns out to be a trivial endeavour using the
Pi Calculus inspired BPMS. Indeed, the next generation of collaboration tools may
indeed be based on BPMS platforms, as opposed to RDBMS or document-centric
static data stores. The general-purpose nature of the BPMS is one of the reasons why
it is attracting attention in the marketplace.
In its most elementary form, an email process can be considered to consist of three
participant processes: sender, receiver and address book. Whereas the first two
processes are obvious, the address book is the critical third participant. Thinking of
an address book as a process may sound odd, but in the world of Pi Calculus, it is
indeed a process. It is the address book “process” that allows email addresses to be
collected by other processes and to flow easily between email recipients, which are of
course themselves processes. This mobile behavior allows the thread of conversation
to evolve. As we contemplate this way of thinking about email, we might ask: where
is the email message in the process? Here is the noteworthy part … the end-to-end
process is the email message. Instead of regarding the message as a document in a
flow, the message thread is the flow, or, in other words, the process. The whole email
conversation—the process—evolves, not because of the flow of messages or
documents among recipients, but because of the automation of email address
exchanges.5
And here is another noteworthy part … the email threads (actually evolved instances
of the email process design consisting of sender, recipient and address book
processes, each represented by a swimlane in the BPML notation below) could
themselves participate as processes in other processes. This would allow, for example,
email processes to participate seamlessly in a supply chain process, or any other
process. This degree of process integration and consolidation, which creates nothing
more than new processes, is quite different to the integration between technologies
enabled by EAI or Web Services. Rather than the different types of processes, such
as email, supply chain, workflow and so on, being considered so special that they
must be supported on different technology engines, Pi Calculus thinking allows us to
treat them as merely different manifestations of the same underlying semantic, and
therefore to be supported by a generic technology, the BPMS.
5 One
of the earliest applications of the Pi Calculus was to gain greater understanding of Internet protocols.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
9
BPTrends
January, 2004
Figure 5 – The essence of how electronic mail works can be modelled as three participants:
sender, recipient and address book. As instances of this process execute (or “proceed”)
each instance gains participants (recipients identified by their email address), illustrating
the mobile nature of email.
Whereas previous technology paradigms address only pieces of the business process,
the Pi Calculus inspired languages such as BPML provide a representation that forms
the basis for higher-level process idioms that combine elements across a wide variety
of process semantics, including:
• Automational, eliminating human labor from a process
• Informational, capturing process information for purposes of understanding
• Sequential, changing process sequence, or enabling parallelism
• Tracking, closely monitoring process status and participants
• Analytical, improving analysis of information and decision-making across
processes
• Geographical, coordinating processes across distances
• Integrative, consolidating and integrating sub-processes and tasks
• Intellectual, the process of capturing and distributing intellectual assets
• Disintermediating, eliminating intermediaries from a process
• Computational, performing calculations as part of a distributed process
• Collaborative, allowing participants to manage sets of shared work processes
• Compositional, building new processes from elementary reusable process
patterns
Most real world business processes, and particularly those that offer the most value in
terms of their optimization and improvement, comprise several of these process
types, in combination. Examples include Order To Cash, Engage To Close, Transact
to Fulfil, Build To Order, Plan To Produce, Résumé To Work, Goal To Reward and
many others. Indeed, as we speak to people in business about the processes they care
about (new processes they need, existing processes they wish to change, or processes
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
10
BPTrends
January, 2004
they wish to understand better), the more precise they are about the design of the
processes they seek. As they progressively elaborate their requirements, the extent
and complexity of the process design grows ever more complex. Numerous systems,
employees, partners and machines are required to participate in the process. Not only
this, but they are required to interact in very sophisticated ways with numerous and
constantly changing links. The resulting “To Be” process design often covers a
significant percentage of the firm’s value chain. It seems more and more unlikely that
such a process can be implemented only through flows of work organized within a
workflow model. Rather, it is more natural to think of an interactive design among
participants.
Languages such as BPML, inspired by the Pi Calculus, herald a paradigm shift from
algorithms to interactive computation. Researchers such as Dina Goldin at the
University of Connecticut and Peter Wegner at Brown University, have expressed the
requirement for this shift to occur in terms of the technology shift from mainframes
to networks, wireless devices, and intelligent appliances; from number-crunching to
embedded systems and graphical user interfaces; and from procedure-oriented to
object-based and distributed computation. They have documented the following
characteristics that distinguish this new, interactive notion of computation:
• Computational Problem: The notion of a computational problem is that of
performing a task or providing a service, rather than that of algorithmically
producing an answer to a question.
• Dynamic Streams: Input and output are modelled by dynamic streams that are
interleaved; later values of the input stream may depend on earlier values in
the output stream and vice versa.
• Environments: The world, or environment of the computation is part of the
model, playing an active part in the computation by dynamically supplying the
computational system, or agent, with the inputs, and consuming the output
values from the system.
• Concurrency: Computation is concurrent; the computing agent computes in
parallel with its environment, and with other agents that may be in it.
• Non-computability: The environment cannot be assumed to be static or
effectively computable; for example, it may include humans, or other elements
of the real world. Hence we cannot always pre-compute input values or
predict the effect of the system's output on the environment.
The notion that these characteristics are inherently outside the traditional algorithmic
conceptualization of computation is the basis for researcher’s interest in new
paradigms for computing, built around the unifying concept of interaction. BPML is
one of the first examples, and has achieved the status of commercially viable
implementation.
BPML, through its distributed and inclusive model of process representation and
execution, allows us to build new IT systems that avoid the stovepipe systems of the
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
11
BPTrends
January, 2004
past that only support discrete business functions scattered across the value chain.
Those who have examined this approach to process modeling in practice, remark that
not only can Pi Calculus contribute to a more rigorous specification of processes in
general and business processes in particular, but also that the modeling of participants
as communicating processes is very natural and immediate.
We believe that the model of interactive computation that computer scientists have
defined formally using Pi Calculus, and which is evident in implementations of
BPML, is the reason behind business analysts’ common remark that they “find
swimlane diagrams easier to use than UML diagrams.” Business people in particular
“get” these types of interactive models very quickly. BPMS users confirm this in
practice. A promising approach to business process analysis and notation, the RoleActivity Diagram (RAD),6 is based on a similar notion and was used as an input to
the design of BPMS specifications by BPMI.org. The approach lets business people
set out the “schema of the interactions” between processes (roles and activities) in
the enterprise, as opposed to setting out prescribed code paths, flows among them, or
procedural logic to control them. Each act of interaction modeling using BPML (in
either BPMN or RAD notation) creates new end-to-end process. Give business
people user-friendly BPMS tools and they can be empowered to create their own
processes, or, at least, contribute much more effectively in a multi-disciplinary
process re-engineering and systems development effort.
Process participants of this type, expressed through swimlanes, correspond to the
way organizations are structured and how people, and computers, work together to
achieve goals. Based on the Pi Calculus underpinnings, we can create technologies
that automate the interactions, the white space between all the participants in a process,
and, as if out of thin air, the process emerges. In other words, a real end-to-end
business process can be considered an emergent behavior, just as a flock is an emergent
behaviour resulting from the interactions of a number of participants, birds. The Pi
Calculus formalisms govern the protocol between participants in processes, which are
themselves processes. The process design defines the protocol, and the process instance
is the observed behavior of the process. At the boundary between every process,
services emerge.
Workflow is just a process—it can be, but need not be, an engine
Pi Calculus can be used to formally model any process, including how workflow
works, for from the Pi Calculus perspective, workflow too is just a process. Its
patterns can be constructed from elementary BPML processes. A workflow
management system allows for the modeling and execution of a specific type of
workflow because it includes a corresponding workflow engine. On the other hand, a
BPMS allows for the modeling of the meta-model of how workflows work because it
manifests the Pi Calculus. The text from the product description of Intalio Inc., a
A quick survey of RADs drawn by business people shows quickly that participant swimlanes do indeed
correspond to processes in the mind of the business user. Many RAD diagrams are scattered with
swimlanes labeled using words ending in ‘ing’, such as Planning, Making, Delegating, Defining, Organizing,
Coordinating.
6
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
12
BPTrends
January, 2004
company that provides the first standards-based, transactional BPMS7 elaborates on
the notion, “Intalio provides a single methodology to model any type of process from
the business perspective, automated, manual or workflow. In fact, workflow is just a
process to Intalio and infinitely extensible using the Intalio|n³ Designer. Workflow
no longer has to be configured and hard coded by IT but can now be changed ad-hoc
as the business requirements dictate without the rigor of traditional packaged
application approaches.” Experience with such products indicates that the BPMS
provides flexibility beyond the ability to change a specific workflow, and extends to
the workflow meta-model itself, the semantic model that is hard-coded in a typical
workflow engine.
Once a process meta-model has been defined on the BPMS, such as the way
electronic mail works, or the way workflow works, or the way supply chain CPFR
processes work, or change management, or product lifecycle management (PLM), etc
… it is simply another process that can participate in the design of any other process.
But how do we define the way workflow works using these ideas? It turns out that
workflow is just a set of participants interacting together.
The participants in a workflow are “processes” such as activity, task, case, resource,
task handler, resource handler, task list and directory. Most readers knowledgeable
about workflow systems will not relate to these entities as “processes,” yet that is
precisely what they are when you look at them from a Pi Calculus perspective. Let’s
look at one of them, the concept of a workflow activity.
A workflow activity is used to describe a human or system interactions in the process,
for example, the handling of a work item or case. But there is no difference between
simple, atomic interactions and more complex interactions. By contrast, and using
BPMS terminology, an activity represents a step, or state transition, in a process that
cleanly separates control-flow and data-flow, two concepts that are often conflated
(mixed together semantically speaking) in non-Pi Calculus based technologies. Thus,
when trying to compare a WFMS with a BPMS one has to recognise that the same
terms are being used in different contexts, and really have nothing to do with each
other. This confusion is at the heart of the complexity of trying to compare
workflow-derived languages such the WfMC’s Process Definition Language, XPDL,
with languages such as BPMI.org’s Business Process Modeling Language (BPML).8
Comparing language dialects, XML tag by XML tag, does not get to the heart of
A transactional BPMS is one in which the processes themselves can be regarded as transactions. Such
transactions, extending across process participants (expressed in swimlanes) can be nested at all levels of
the process model. This is in contrast to products that only allow for the calling of transactions
implemented in other technologies. A transactional BPMS therefore allows for the re-combination of
projected transactional processes from other systems, and provides transactional capabilities similar to
Transaction Processing Monitors inherent to application servers. But where these are restricted to
transactional data operations, BPMS provides transactional process operations. On a BPMS, transactions
are a business semantic available to business people to use as part of their process model development.
7
Attempts have been made, but reached incorrect conclusions. It would be more profitable to try
modeling XPDL using BPML.
8
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
13
BPTrends
January, 2004
differences between a WFMS (and its language XPDL) and a BPMS (and its
languages such as BPML or BPEL). How can it? Like is not being compared with
like. To make matters worse, in BPML, everything is a process—including the
activities. On a BPMS, a workflow “activity” may be modelled as a process in its own
right. Using Pi Calculus, we can model a workflow activity as workflow practitioners
understand it, but the way we achieve this is not to use the “activity” as defined in the
specification of process modeling languages such as BPML.9
This perspective, where everything, not just workflow meta-models, is considered to
be a process, is the way BPMI.org views the world. It is a bottom-up approach, in
which higher-level processes are constructed from very elementary (low level) Pi
Calculus-like processes. The approach can be used to define a reference architecture
for BPMS technologies. The conceptual centre (or ‘first-class citizen’) of such an
architecture would be, at all levels, the process. While such a bottom-up, processcentric method can be claimed for some workflow engines, BPMS extends the
concept of “process” to all communication and computation. As we saw in the list
management example, list management is a process to a BPMS. In the world of the
BPMS therefore, it is not only workflow that is “just a Pi process,” but everything in
computing. If that were not so, how would the BPMS project existing technologies
and provide lifecycle management over their development and improvement? So the
title of this paper could have been “ERP, RDBMS, EAI, B2B, SCM and CRM are
just Pi processes.”
The workflow community and BPMS developers use similar terms for quite different purposes. For
example, a BPML ‘activity’ is not an XPDL ‘activity’. BPML can model an XPDL ‘activity’ as a BPML
process. To do requires use of the BPML primitive ‘activity’. The BPML ‘Activity’ is a lower-level concept.
9
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
14
BPTrends
January, 2004
Figure 6 – The workflow pattern Deferred Choice modelled in BPML. See Ref [1]. Screenshot
Copyright © Intalio Inc. 2003. Download from www.bpm3.com/screenshots
Although it is clearly non-trivial to model all workflow semantics using the Pi
Calculus, it is quite feasible, and work to date has not revealed a workflow pattern (as
identified by workflow theorists) that cannot be modelled using BPML. BPMS
products, such as Intalio|n3 and those under development by others, include
workflow functionality, not by integrating a separate workflow engine, but by
modeling the required behaviours using languages like BPML or BPEL. Workflow
languages such as the WfMC’s XPDL were developed before Pi-Calculus was clearly
understood, hence could not reflect the fact that workflow could be modelled as a
process as opposed to being treated as a specific process-flow execution model. Pi
Calculus is more fundamental than the semantic model provided by typical workflow
engines. It unifies computing and communication models at a much lower-level and
can therefore express a greater number of higher-level processes and patterns,
including workflow patterns, even the functionality of workflow engines, ERP
systems and other technologies. This can be clarified by realizing that it is not
possible to write a workflow engine using a workflow engine, whereas this is quite
practical using a language such as BPML. In fact, it should be possible to model
XPDL using BPML and deploy it on a BPMS, just as Intalio has shown how it is
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
15
BPTrends
January, 2004
possible to model all workflow patterns using BPML [Ref 2].10
Example: Deferred Choice, a workflow pattern, is defined as a point in the workflow process
where one of several branches is chosen. In contrast to the well understood XOR-split, the
choice is not made explicitly (e.g., based on data or a decision) but several alternatives are offered
to the environment. However, in contrast to the AND-split, only one of the alternatives is
executed. This means that once the environment activates one of the branches the other
alternative branches are withdrawn. It is important to note that the choice is delayed until the
processing in one of the alternative branches is actually started, i.e., the moment of choice is as
late as possible. The BPML for this process is:
<?xml version="1.0" encoding="UTF-8"?>
<package version="1.0">
<process name="DeferredChoice">
<sequence>
<choice name="Choice1">
<completeBy duration="&quot;PT1M&quot;"/>
<onException>
<assign name="Assign1" target="receipt"
select="&quot;Time out received&quot;"
append="false"
xmlns:xsd=http://www.w3.org/2001/XMLSchema/>
</onException>
<sequence name="sequence1">
<consume>
...
</consume>
...
</sequence>
<sequence name="sequence2">
<consume>
...
</consume>
</sequence>
</choice>
</sequence>
</process>
</package>
In contrast to the example above, a workflow engine engrains the meta-model of the
Deferred Choice pattern within its software code, just as an ERP system engrains its
processes into software code (although it keeps the data model separate using an
RDBMS). As a result, workflow systems, ERP systems and most packaged
applications cannot be easily changed at the level of process meta-models. They are
limited to expressing the processes they were designed to express, nothing more, and
nothing less. These are the underlying reasons why some have observed the extreme
rigidity of ERP applications (wet concrete before installation, dry concrete after
installation) particularly after they have been heavily customized, as they must be if
they are to support the unique competitive processes of G2000 firms. Like other
technologies, unless the ERP architecture evolves to build on a BPMS (and with that
The BPMI.org and the WfMC.org have joint-work proposed to do just this, unifying semantics from a
range of different types of workflow systems (operational-centric, document-centric, collaboration-centric
and recursive models of coordination and negotiation).
10
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
16
BPTrends
January, 2004
acquire a more fundamental model of “enterprise process management” as described
in this paper) the view that IT has become a commodity, offering no competitive
advantage, will become more and more prevalent as packaged applications are more
widely deployed. As it stands, ERP can actually be counter-productive from the point
of view of using IT for competitive advantage, since companies copy cat one another
and deploy precisely the same processes offered to them by their ERP vendors.
Extending such systems with classical workflow is insufficient and won’t address the
well-documented problems with ERP systems.
Many workflow systems are based on classical Petri Nets11 that, as Marc Förster of
the Hasso Plattner Institute for Software Systems Engineering explains, “… have
been used for a much longer time than algebraic methods like Pi-calculus to formally
model processes and in many aspects possess similar expressive strength. Compared
to Pi-calculus expressions though, they have a fixed connection structure and thus
lack the possibility of dynamically changing their behaviour by interaction. Since data
flowing between processes may, in Pi-calculus, represent whole processes itself such
dynamics can be expressed.” [Ref 5] For this reason, we believe that future ERP
systems, the next-generation of ERP, will be built on a BPMS, not a RDBMS or
workflow, foundation.
Figure 7 – The Accept Task process, a component of a workflow manager, modelled and
11 Petri Nets are a major source of inspiration for developers of workflow management systems, and many
workflow engines are built on principles derived from theories of Petri Nets. Over the years, Petri Nets
have been extended to support the needs of both theorists and practitioners, for example the Color, Time
and Hierarchical extensions.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
17
BPTrends
January, 2004
executable in Intalio|n3 BPMS, and reusable as a process within other end-to-end processes.
Screenshot Copyright © Intalio Inc. 2003. Download from www.bpm3.com/screenshots
A new foundation for processes via a process virtual machine
Pi Calculus is a universal mathematical language for processes. In the Pi Calculus, as
we have explained, everything is a process, even lowly integers such as 1,
computations such as 1+2=3. To understand how 1+2=3 can be regarded as a
process, consider two alternative process designs: either 1, 2 and 3 are participants in
the process of computation, or they are interactions between variables (themselves
processes) that yield the result 3. Lists, queues, data stores, procedures,
communicating threads, everything that exists in computing today, can be modelled
using Pi Calculus. These processes are then reusable within the design of other
processes.
This surprising insight, the result of twenty years of computer science, may be
interesting in itself, but its significance would stop there were it not for the fact that
the concepts have been implemented in practice. Initially, computer scientists began
developing experimental programming languages based on Pi Calculus, such as PICT
and Join. Join extends the Pi Calculus with the Join construct. Join was then the
inspiration for more recent efforts and the development of industrial-strength
languages such as BPML. BPML was in turn used to develop enterprise-scale BPMS
products.
A BPMS should include a process virtual machine.12 This single runtime provides the
foundation for process execution, and such virtual machines are inspired by the Pi
Calculus theory. Again, this would be interesting but not significant, were it not for
the fact that early implementations of BPMS process engines are able to scale well,
allowing reliable processes to be deployed that rival or exceed those supported today
in ERP software. Some analysts predict that such implementations could exceed the
performance of existing software systems. They draw this conclusion on the basis
that existing software relies on separate computational and communicating threads,
implemented within separate heavy-weight messaging and transaction processing
monitors, with the associated overheads arising from layers upon layers of legacy
code and the baggage that comes from decades of product evolution and extension
(mostly to make up for deficiencies in the legacy itself). By contrast, Pi Calculus
engines provide the illusion of communication between participants with no
requirement for message passing. Additionally, transactional semantics are inherent in
the model, which can ultimately obviate the need for traditional transaction
processing systems altogether.13 The true benefits of process-based systems in terms
12 A process virtual machine can be implemented within the existing computing architecture of Java and
J2EE within a container. In the future, process virtual machines will rival today’s Java virtual machines in
terms of establishing a new platform for Process-Oriented Computing.
Today of course, BPMS products are deployed over existing messaging, transaction processing and
application connectors, and leveraging previous investments. Many processes deployed on a BPMS today
will include participants (represented in swimlanes) that are in reality models of the underlying systems.
This is called process projection.
13
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
18
BPTrends
January, 2004
of resource utilisation will emerge over the next few years as practical experience
grows. They will eventually break free of legacy systems and demonstrate their value
in their own right, as occurred with previous generations of new technologies. This is
one aspect of the battle between today’s established application server vendors and
emerging BPMS products.
The BPMS can support the most complex, dynamic and extended processes. Such
processes are persistent, reliable and transactional. The processes are in fact a new
class of business asset—dynamic processes as opposed to static documents. They can
be treated as documents just as we treat word processing documents or electronic
forms today, for example for the purposes of process management, but there the
similarity ends. While metadata may be used by workflow-driven document
management systems to keep track of the use of documents, process instance
documents inherently encode the lifecycle of the information they manage, from
creation to disposal. Within a process, all data is encoded in the context of its use—
past, present and future process design. A BPMS manages this new class of digital
content and can therefore be considered to be the platform upon which the IT
industry will build the next generation of enterprise business applications, including
the next generations of ERP, document management, workflow, content and
knowledge management.
Figure 8 – In BPM, the notion of a workflow case, or document, is the end-to-end process,
creating a new form of digital content (XML BPML instances). For example, in BPM, an
insurance claim, or a medical record, actually is the process, as opposed to the static document being
processed. In BPM, different process instances (the new cases/documents) can evolve differently
over their lifetime.
The Business Process Management System
Using a BPMS, a business team can develop an end-to-end process model, from the
highest level of abstraction down to the most intricate details. It can be deployed
directly, effectively creating an “instant” new business application. This capability
might be disregarded as a cheap trick were it not for the fact that the BPMS can reuse
the processes engrained in existing IT systems in which companies have heavily
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
19
BPTrends
January, 2004
invested.
Process modeling using a BPMS is rarely about creating completely new processes. It
is often about discovering, re-describing and re-casting existing processes so that they
can be used in new contexts and in combination with other processes. This is
variously called process consolidation, process digitization or enterprise process
fusion (EPF). Just as relational data management systems supported the
normalization of business data and the creation of aggregated application and
enterprise data models, a BPMS achieves the same for business processes. As the
RDBMS created new value from data, the BPMS will create new value from process.
Figure 9 – Processes are reusable, compositional and can be nested.
The principle allows bottom up and top down process design.
A BPMS does not “integrate” applications and Web services as many workflow
solutions and EAI systems do. Those approaches to integration are limited to the
alignment of data among applications and some “workflow control” over messaging
between applications. By contrast, a BPMS assists in the direct reuse of existing
investments in IT processes by consolidating and normalizing them within a processoriented architecture (POA). To do this it uses a technique called projection. The
BPMS exposes underlying systems and the processes engrained within them. It does
this by understanding their process meta-model and dynamically creates BPML
processes from engrained behavior. These BPML assets can be then be readily
combined with others. Projection creates reusable business processes and, using the
Pi Calculus inspired process languages, represents them as a new abstract data type.
This means they can be persisted (effectively as a form of data) in a BPMS process base,
which is a database of process records. Like stored information within the thread of
email, the process base contains the past, present and alternative futures (via
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
20
BPTrends
January, 2004
simulation) of the stored process.
One way to understand the BPMS capability is to think about leveraging existing
applications as real-time systems of records, allowing new processes to be
externalized into what Ismael Ghalimi, Chief Strategy Officer at Intalio Inc., describes
as a transactional system of actions. The implications for application maintenance,
extension and product-level integration are clear. For example, a BPMS can extend
packaged applications such as ERP systems. The ERP application can be kept as a
plain vanilla package, and the BPMS can be used to create new processes that reuse
the existing ERP components, or in combination with other best-in-breed packaged
components such as CRM, SCM or PLM.
The BPMS creates the opportunity for reliable process manufacturing and masscustomisation on a scale previously unimaginable. The BPMS provides businesses
with the capability to conceive and put processes directly into operations, without
distortion, through the direct execution of process models or process model variants
created on the fly, in real-time. The BPMS puts process at the heart of enterprise
architecture and will ultimately have an impact on IT and business management
similar to computer-aided design and computer-integrated manufacturing when 3D
product and component models were put at the heart of the new CAD/CAM
toolsets.14 In the past IT has automated the business; in the future the CAD/CAMlike BPMS will automate IT.
With the BPMS platform in place, the traditional divide between business and IT
implementation is eradicated because the BPMS creates a shared language of process
and because consolidated end-to-end process models are deployable with no
intervening software development. The ability of the BPMS to project existing
processes from systems such as ERP, CRM, SCM and other legacy systems, works
because the Pi Calculus underpinning is able to express any pre-existing combination
of computing and communicating participants, from the details of code in one
application, to massively-distributed processes occurring between computers over
networks.
A world of processes
So far in this article, and despite lots of talk about Pi Calculus, we have given only
one example of a business process that a BPMS can support but workflow engines
cannot, that being electronic mail. If the extent of the breakthrough only applied to
this process no one would care. But it turns out that the mobility in email
communication is very typical of business processes, multiple participants interacting
through communication to create end-to-end-processes that have a past, a present
and potential futures, based on who next says something in the conversation, or who
next joins the conversation. While a BPMS will not be used to implement email
(although this is possible) it will be used to consolidate the services of email servers
It is estimated that the introduction of CAD/CAM/CIM in manufacturing enhanced the productivity of
those firms that adopted it by two or three orders of magnitude, and opened the door to masscustomization.
14
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
21
BPTrends
January, 2004
within end-to-end processes. To do so the BPMS represents, and then executes, the
process meta-model of email. The email server is integrated to the BPMS in a manner
that supports this process reuse.
But before we abandon the email example and move to others, it is worth reflecting
on the fact that mobility, as Milner has shown in numerous cases in his works, turns
out to be rather fundamental. In trying to represent mobile end-to-end processes, a
workflow engine will either fail outright, or will require so many workarounds (as
code outside of the engine) that developing the end-to-end solution will be
uneconomical and difficult to maintain.
Many companies are looking to enhance collaboration tools such as email to provide
more structured collaboration, and more significantly, to understand the patterns of
collaboration and the lifecycle of particular collaborative activities in areas such as
product design, marketing, sales and the management of supply chains. Indeed, this is
why some workflow companies, for example, FileNet, refer to their solution
Enterprise Content Management. They too are moving, inexorably, towards the Pi
Calculus and BPML. Indeed, those companies that have tried to apply workflow in
these application areas have not found it an ideal way to think about those problems.
While email may be too ad-hoc, operational workflow is too prescriptive. The answer
is not something in the middle, but something of a different character, a change in
kind: mobility in all processes, from email, to workflow, to integration, to ERP.
Classical workflow’s flow model just seems unnatural for many processes.
One example lies in the area of coordination and negotiation. Such processes extend
workflow in ways that require team members, or systems, to commit to work before
accepting it. These processes may require those accepting work to have negotiated
commitments with others before doing so. These recursive loops of work, the
commitment and negotiation between individuals and teams, within and between
enterprises, must be managed and collapsed back to originators of work before work
can proceed. One software company, Action Technologies, specialises in a unique
engine, certainly not a classical workflow engine, to support such commitment and
negotiation processes.15 It is based on the early groundbreaking work of Terry
Winograd and Fernando Flores in Understanding Computers and Cognition.
The approach adopted by Action Technologies has been found to be effective in a
wide range of business domains, for example, customer service in complex industries,
where coordinated teamwork is required. In effect, Action Technologies extends adhoc email process towards a more manageable process. Once again, the extended,
mobile and dynamic aspects of these recursive “looped” processes cannot be
represented using classical workflow design tools and their associated engines. In fact,
one company that wanted to implement coordination and negotiation went to the
In the past, Action Technologies has referred to their solution as a workflow solution. Why did it do
this? Quite simply, because it was an accepted term understood by business people. Was the Action
Technologies engine anything like other workflow engines? No, it was very different. In fact, it really
wasn’t a “workflow” engine at all. Over the years Action Technologies has referred to their product in
different ways. Today they call it BPM.
15
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
22
BPTrends
January, 2004
trouble of asking their preferred workflow vendor whether they could provide the
same functionality. The answer was that two years of development would be
required. Thus, while workflow engines can be extended outside of their core
capabilities, this is hardly an option for many processes. As the company found out, it
was the coordination and negotiation processes, not a flow of work, which helped the
company solve its customer service objectives. Had the company deployed a classical
workflow engine, it is unlikely that those objectives would have been achieved. By
contrast, we expect that the coordination and negotiation processes can be readily
modelled and deployed using the Pi Calculus and BPML approach, patents allowing.
There are many unique business processes that have nothing to do with the standard
model of workflow inherent in classical workflow products. While such processes can
be stripped down to fit the way workflow works, this is no longer required. We are
finding more and more processes where modeling using workflow is either awkward,
requires workarounds or is simply impossible. Change management (CM) and
product lifecycle management (PLM) are two examples. The idea of “processes,” as
opposed to “workflows,” changes your perspective, from viewing a change request as
a document (processed by a workflow) toward viewing it as an evolving process in its
own right (mobile through interactions of participants). Even in cases where a
workaround on a workflow solution might work, the workflow-based solution might
not provide the full coverage of the process lifecycle, end-to-end, and therefore its
improvement over time. The same is true for PLM. Here, the product design is the
process, which evolves through its life, independently of others, and independently of
component design data, itself a process. In fact, if you look at modern PLM products,
it is possible to see the influence of this document-process centric view of
architecture, although of course such PLM products are limited to certain
applications compared to BPMS. We fully expect future PLM products to be built on
a BPMS foundation, and the first projects that combine ERP, SCM, PLM and BPMS
are being conceived.
A similar impact is being felt in the health and welfare industries, where architects are
striving for a solution to the end-to-end management of patient health records. As a
result, some packaged healthcare applications are adopting the very new concept of
basing the solution around the lifecycle management of the patient’s health record
itself, as opposed to the administration workflows of the hospital. For example,
consultants who have examined clinical processes have uncovered requirements far
from classical automation. In workflow it is typical to have few process designs, with
many instances. In clinical practice there are many processes and many instances. In
addition, due to unique patient histories, symptoms and treatments needed over time,
a lot of customization is essential, pointing toward orchestration between many
participants, and not just automation along a flow. What is needed in healthcare is a
process management capability where the process, corresponding to patients, doctors
and medical procedures, can be customized before the patient makes his or her
journey through the healthcare system, and later the possibility to modify the
remaining parts of the process, to switch the patient over to a new process because of
discoveries during diagnosis or treatment. (Figures 8, 10 and 11 in combination
portray the shift in focus created by BPMS)
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
23
BPTrends
January, 2004
Figure 10 –A medical records handling system modeling an end-to-end process whose lifecycle
history represents the unique medical history (past, present, future) of the individual patient
participating in the medical system. Process Systems create a new way to model any business, and
can be distinguished from the object-oriented approach of the past. “Processes” are the new
“Objects.” The entities that business analysts use are just Processes that participate in interactions
with one another.
Very often it is the nature of the processes that present severe, even insurmountable,
challenges for workflow technologies. Processes such as order to cash in the fashion
industry, supply chain in the fast moving consumer goods industry, product lifecycle
and change management in aerospace, sales campaign management in chemicals and
clinical processes in healthcare create requirements for end-to-end process models
that span multiple systems, technologies, information sources, employees and
business partners. These processes are long-lived, persistent and unique to individual
companies in two ways. First, with respect to the basis of competition, and second,
with respect to the linkage between the process design and the myriad systems and
business practices that must be projected in order to participate. This is not a
workflow problem. It is a process management problem and it requires a new
platform for process representation and execution—the BPMS. The process models
for consolidating the lifecycle of end-to-end enterprise processes don’t look or feel
anything like workflow models. Coercing them to do so, even in cases where it is
possible, is counter-productive.
It should also be taken into account that just reducing cycle times in processes
through automation may be insufficient in meeting business requirements. What
about the time take to create, or to create and then maintain a customized variant of a
process? We refer to this as process manufacturing. One company is using a BPMS to
mass-customize processes to reach beyond its top-tier customers (who can be
handled using fairly standard processes) to the more complex, diverse requirements
of the mid-market. Here, automation of a process is not the issue, but the automation
of process creation and management—process manufacturing—is everything in
terms of competitive advantage.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
24
BPTrends
January, 2004
Figure 11 – An example of a Materials Handling Process, whose participant processes
(swimlanes) include business roles such as Vendor, Partner, Buyer, Inspector, Dock
Manager and QA Inspector, as well as “white space” processes such as Materials Receipt
and Materials Handler, and participating business systems, such as ERP. Instances of
this process represent the life history of the handling of certain materials in the enterprise.
Screenshot Copyright © Intalio Inc. 2003. Download from www.bpm3.com/screenshots
Business process management provides a user interface, without workflow
We have discussed how a Pi Calculus-based BPMS can model the semantics of
workflow. We have assumed, during this discussion, that the user interface to the
process will look and feel much like today’s task-list oriented workflow systems. In
fact, BPMS opens the door to completely new ways to interact with processes. Rather
than being a cog in the wheel, driven by a task list, workers can fully engage with
processes using a BPMS.
It is possible to model the user as a participant in the process. The boundary of
communication between this user (a swimlane in the process model) and the other
swimlanes creates multiple intervention points for the user in the process, and opens
the possibility for the automatic generation of a skeletal Web-based user interface. By
adorning this with user interface widgets of various kinds, sophisticated user interface
screens can be developed, and the process paradigm can be extended, right down to
the level of Web page fields that interact in the process and with the user. This can
create a much richer user interface than a typical workflow task list. The task list, too,
is a process. As we have shown, lists are themselves nothing more than processes.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
25
BPTrends
January, 2004
Since any end-to-end process model (for example Figure 11) will probably contain
swimlanes (processes) for many different business user roles, all of the required user
interfaces can be generated at once, allowing multiple human interface points into the
process, depending upon role and access rights. These capabilities are already
available in today’s BPMS products and will improve significantly over the coming
months and years.
Workflow won’t just go away
The rise of BPMS, and the power of Pi calculus, does not mean that the market for
existing workflow technologies is going away, for workflow management is one
useful form of process management. Yet it is important for businesses to understand
the differences between workflow and process foundations. Similarly, the BPMS is a
new journey, not just for vendors of BPMS products, but also for vendors of preexisting technologies (e.g., EAI, workflow, business rules, content management and
application servers). Platform vendors increasingly view the BPMS as a replacement
for currently distinct technologies that only address specifics types of processes.
Many workflow vendors have adopted the marketing term “BPM” because it
expresses a current, and urgent, business need, and is therefore more saleable than
the older term “workflow,” which recalls, for some CIOs, disappointments from the
past. The newer term “BPM” allows them to re-engage with CIOs to show off new
“workflow” products. Indeed, some workflow vendors have extended their WFMS
solution with additional capabilities, for example with EAI and rules. Some have
gone as far as to re-develop the workflow engines at the heart of their solutions.
Analysts, who are hell bent on categorising market trends using three letter acronyms,
define “BPM” as this bundling and integration of related capabilities into a “process
hyper-tier.” While this is one interpretation of the way the market is developing, it
hardly gives companies an understanding of the paradigm shift toward processoriented systems based on the Pi calculus underpinnings. And the trend to use the
term “BPM” is not limited to workflow vendors. EAI, ERP, SCM and rules
management vendors are also using the term. Marketing must be distinguished from
facts if end users are to select the appropriate products for their needs. Some
customers are looking for the attributes of BPMS, without referring to it by name,
only to be disappointed by existing technologies.
Companies that provide what might better be called workflow-driven applications or
process-configured code generators justify their use of the term “BPM” because of features
specific to their methodology and implementation. For example, one vendor might
provide powerful capabilities to monitor the performance of workflow and allow
business people to make changes directly to the live environment, literally with no
involvement by IT technicians. The users themselves align the business workflows to
their needs as they arise. For some this agility is the definition of “BPM.” Another
vendor might use workflow diagrams to hot-configure EAI processes, providing
process-oriented EAI. For some, this functionality might justify use of the term
“BPM.”
While each of these “BPM” technologies has value in the marketplace, there are
fundamental differences between them and a BPMS. End users need to be aware that
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
26
BPTrends
January, 2004
products marketed under the moniker “BPM” may have less in common with each
other than the moniker might indicate. In one case, two vendors that sold a “BPM”
product found, after understanding each other’s technology in more depth, that they
were actually complementary and are now willing to work together. Vendors such as
these are coming to recognize that the BPMS platform (the combination of a ServiceOriented and Process-Oriented Architecture) is a unifying approach in which they are
able to work together in practical terms as opposed to marketing terms!
CIOs readily recognize the power of a BPMS once they understand what it really is
because it provides them with an architecture that encompasses legacy systems and
other packaged best-of-breed solutions they have acquired. While supporting the
development of best-in-class processes that combine the capabilities of existing assets
in unique ways, the BPMS can extend those assets to provide unique functionality
they currently lack. The BPMS approach is far broader than adding workflow along
side applications, as is done in many ERP suites. The BPMS provides a processoriented architecture across all the technologies that the CIO wishes to bring to bear
within the business.
How many engines can one company support?
The application of contemporary workflow management systems is not always able
to cope with ill-defined and unstructured environments. In practice, workflow
technology often lacks flexibility, because it is trapped in a control flow paradigm.
Workflows should not be driven by pre-specified control-flows but should be dataor information driven. -- Ijme Schilstra, BPM’03, Eindhoven
Pi Calculus-based technologies will not be used to fully re-produce the functionality
of email systems, full-featured workflow systems or sophisticated collaboration
products at this stage in the market. These existing technologies will evolve, while
along side them, the BPMS will emerge as a new category.
In many cases existing workflow products may provide “good enough” process
management. On the downside, unless we move forward to extend the process
paradigm that first came to market as “workflow,” each enterprise automation
requirement will forever require a separate engine. As we have mentioned, what’s all
too common is the creation of a “process hyper-tier” where multiple technologies are
marshalled or spliced together to support business process management. But here is
the catch. Each technology requires it’s own engine—a workflow engine, a rules
engine, an EAI engine and so on. But it gets even worse when the need for industry
specific collaboration and compliance are considered—a HIPPA engine, an ebXML
engine, a Sarbanes-Oxley engine, an EDI engine, a RosettaNet engine, a Six Sigma
engine ... all of which may require differing workflow and rules engines pre-packaged
by solutions vendors. With how many engines can one firm cope? Is end-to-end
process management (discovery, design, deployment, execution, operations,
optimization and analysis) viable across an IT infrastructure where processes are
broken up into little pieces corresponding to different engines, both semantically and
piecemeal? Can a universal process engine help solve this engines “arms race?”
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
27
BPTrends
January, 2004
Today, the IT function is bogged down in a host of integration challenges16 between
a host of different systems and engines, including, numerous applications, workflow
systems, integration hubs, collaboration tools, business-to-business exchanges and
others. A typical G2000 firm has, literally, several hundred, or in some cases,
thousands of IT systems. Overlay these with the end-to-end “value chain” business
processes that cross multiple companies and the situation is untenable, giving rise to
the current market uncertainty about the value of IT.17 Add to this the following
requirements and realities:
• Competition: A continual focus upon end-to-end process improvement;
• Change: An uncertain, constantly changing, business climate;
• Globalization: Accelerating the requirement to work ever more closely with
far-flung partners; and
• Regulation: New legal requirements for transparency across end-to-end
processes.
Taking these factors into account, one can quickly see extreme complexity in process
infrastructures that, if taken on piecemeal, are not only costly to acquire, build and
maintain, but also quite inflexible with regard to the natural evolution of the business.
The BPMS is a pragmatic step forward in meeting these challenges.
A BPMS, based on Pi Calculus, can represent any process in other technologies, and
can create consolidated end-to-end process models that can be managed with a single,
holistic process engine. In one case, a BPMS was proposed to create an end-to-end
process across four different WFM systems owned by different business units. Each
workflow system had been procured for what, at the time, seemed good reasons.
Different business units had different “feature and function” requirements, and each
found a workflow engine to meet its particular needs. However, each engine was
from a different workflow vendor and embodied a different workflow meta-model, a
different set of semantics for expressing processes. When the requirement for new
end-to-end processes arose from evolving customer and marketplace needs, a serious
debate broke out internally as to which workflow engine should implement the new
end-to-end process. Not being able to decide, a BPMS was proposed. But even if one
WFM system had been chosen, could it have provided the flexibility to represent and
manage the lifecycle of the end-to-end process envisaged, or was the requirement for
the new process (and a new technology to support it) a manifestation of deeper
underlying issues? Was the reason the tendency of existing technologies to create
stovepipe IT systems? At first sight it should have been easy to couple the different
workflow engines. After all, they were workflow engines. Weren’t they supposed to
be able to manage new flows? As it turned out, the differing semantics was a barrier.
What was needed was not more workflow, but new interactive computation between
16
Estimates vary from 30% to 60% of IT budget.
www.bpm3.com/hbr/ IT Doesn’t Matter-Business Processes Do, a book responding to Nicholas Carr’s “IT
Doesn’t Matter” article published in the Harvard Business Review and industry responses.
17
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
28
BPTrends
January, 2004
the four different workflow engines. While this is an extreme example, it illustrates
the dilemma facing CIOs and Process Officers as they consider how best to
provision new processes.
Whether integrating workflow engines, integrating workflow with ERP with CRM
with SCM with PLM with partners with legacy with … and so forth … the BPMS
represents a powerful transition capability, allowing businesses to leverage existing
assets while simultaneously moving to a process-oriented architecture (POA). The
BPMS allows the CIO to focus on the conceptual centre of architecture, the business
process itself. In turn, it allows the CIO to respond to the urgent focus of CEO
attention, process improvement for operational excellence, the new holy grail of
competitive advantage.
In the same way that the RDBMS, based on the relational model of data
management, replaced disparate hierarchical and network-oriented databases, we
believe the BPMS will replace multiple approaches to workflow. Yet workflow
unification alone is an insufficient capability to secure the future of the BPMS. The
much broader process-oriented requirements of an enterprise are why the Pi Calculus
underpinnings are so important. BPMS is much more than an alternative to
workflow. It encompasses every element of what today we call “applications.” In
short, business processes themselves are much more than the flow of work
orchestrated by workflow, business processes are manifest in all of the technologies a
firm deploys. The lifecycle management of the business process therefore necessarily
includes the lifecycle management of the technology assets projected upon end-toend processes. For this reason we believe the BPMS heralds a change in the IT stack
itself, from applications built on a data foundation, toward process management tools
built on a process foundation. Ultimately this will yield a commoditization in process
technologies, accompanied by deeper ownership of unique, differentiating processes
in the enterprise (not by software vendors) and a shift in vendor attention toward
applications that leverage processes, as opposed to applications that engrain processes
and only separate out the data model. Enterprise software vendors should have no
fear of this transition, for it represents the next great phase of development in the IT
industry and opens the door to a host of new products and solutions.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
29
BPTrends
January, 2004
Figure 12 – The BPMS heralds a shift from applications to processes, based on enterprise
software vendors’ respective technology stacks. Software engineering and the emerging ModelDriven (MDA) are complementary to the emerging process manufacturing and Design-Driven
Architecture (DDA) enabled by the BPMS.
A symbiosis between standards-based commodities and new innovations
We can also think of the emergence of the BPMS in terms of unanticipated
innovations that it can engender. No one knew what to do with a PC until they saw a
spreadsheet. No one knew what to do with Unix until they saw a RDBMS. Today, no
one knows what to do with Web services until you show them a BPMS. These
symbiotic relationships between standards-based commodities (e.g., PCs, UNIX and
Web services) and new innovations (Spreadsheets, RDBMS, BPMS) create new value
from IT.
The BPMS is the innovation that makes sense of today’s standards-based community
platform, Web services—the BPMS has been described as the “killer app” for Web
services. The BPMS platform provides a process-oriented architecture (POA) that
can be deployed over today’s Web services platforms that are, by contrast, serviceoriented architectures (SOA). Web services are just fine at exposing the process
participants the BPMS can exploit. Web services live in the era before Pi calculusbased technologies. They represent the final standardisation of 20th century
technology, and for many businesses that’s long overdue. By contrast, the BPMS is a
21st century innovation and ripe for market adoption.
The BPMS makes sense of the past investments in IT by normalizing, re-describing
and flattening their disparate process models, allowing them to be combined, repurposed, customized and extended in myriad ways to meet new business needs. The
BPMS capitalizes on the fact that IT giants such as IBM and Microsoft are finally
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
30
BPTrends
January, 2004
standardizing distributed computing using Web services APIs. This is allowing
vendors of BPMS products to translate technical details of underlying IT systems into
reusable building blocks that can be understood as business processes, and used to
create and manage those business processes. The existing IT systems and the services
they provide through Web services APIs are like the 3D-component building blocks
that CAD/CAM designers assemble to create and manufacture new products.18
Figure 13 – Consolidation of enterprise processes to create end-to-end process models
The Business Process Management Initiative (BPMI.org)
The reconciliation of variations in workflow semantics, the extension to the full
process lifecycle over existing technologies and the integration of top-down and
bottom-up process modeling methods and tools was the task BPMI.org set itself
when, in 1999, the co-founders first met together. The group observed that existing
workflow systems hard coded specific and proprietary ways of representing and
executing processes. BPMI.org co-founders called this the process meta-model. It
applied not just to workflow engines, but also to other technologies. Each process
meta-model was inherited from each vendor’s own legacy, for example, document
management, groupware, work/task management, and so on. These meta-models of
process were implicit, rarely explicit, and reflected the orientation that was taken by
each workflow product and its own methodology to design processes and to execute
them. They were manifest in the set of “workflow” semantics that were supported in
each product. This was akin to the old hierarchical and network databases that hard
coded a specific way to represent data. This was changed with the emergence of
relational databases that provided a complete “DNA” for data that could virtually
accommodate virtually all kinds of data structures. The relational model of data was
“good enough and complete enough” while no other model was. Today, blockstructured languages such as BPMI.org’s Business Process Management Language
(BPML) and OASIS’s Business Process Execution Language (BPEL), together with
18
Using a BPMS has been described by one business architect as “Lego-Block Systems Integration”
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
31
BPTrends
January, 2004
their underlying Pi Calculus foundations, are this “DNA” for processes. Pi Calculus is
to a BPMS what the relational algebra is to an RDBMS. BPMS provides a process
meta-model complete enough and, in respect of workflow patterns, able to represent
the meta-models and patterns defined by workflow theorists, including:
• Operational workflow as epitomized by products such as Staffware Process
Suite;
• Document-centric workflow as epitomized by products such as FileNet ECM;
• Collaborative workflow as epitomized by products such as Fujitsu i-Flow, to;
• Recursive workflow in support of negotiation and coordination as epitomized
by products such as Action Technologies BPM Suite.
Now, with the availability of the first BPMS products in the market, the following
months and years will validate the power of Pi Calculus-based technologies and
confirm the BPMS as the platform of choice upon which G2000 companies will build
the next generation of business information systems. The significance of the Pi
Calculus lies mainly in:
• The fact that it unifies two concepts that were previously thought to be quite
different phenomenon, computation and communication;
• The fact that it can be viewed simultaneously as a programming language
foundation in which processes can be described and, as a mathematical object
about which rigorous digital expressions can be proved.
To put this in practical terms, a single BPMS will allow for the unification of
disparate workflow technologies. It will allow end-to-end processes to be captured. It
will allow the projection of existing workflow systems and for them to become
participants in end-to-end processes. It will allow the use of existing groupware
technologies (for example Microsoft Exchange or Lotus Notes) to be used as frontends for task-oriented or document-oriented workflow systems. It will accommodate
the need for new front-end technologies that merge asynchronous (document-driven)
and synchronous (transaction-driven) human-to-system interactions.19 To make a
long story short, the BPMS will enable the comprehensive management of end-toend processes, while leveraging all existing investments. That’s the bottom line
business benefit of process orientation—agility and lifecycle improvement, extended
to the level of the entire enterprise architecture, as opposed to stovepipe application
fragments.
There have been countless attempts over the last two decades to raise the abstraction
level of representing processes through one form of data-flow or the other. Some go
under the name of CASE (computer assisted software engineering). BPMS is a not a
For example, InfoPath is based on an XML document model but allows the embedding of Web Services
that allow the document to transact in a synchronous matter with third-party systems.
19
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
32
BPTrends
January, 2004
CASE-based approach. The fundamental problem with CASE and similar techniques
is that, at some lower level of abstraction, the process elements must decompose to
control-flow. The language producer is typically burdened with continuing to add
additional parameters to the process elements (the semantic building blocks) to meet
expanding developer expectations and, sooner or later, the model collapses on its
complexity. The vendor may open the language specification to the developer
community at the risk of losing interoperability as the platform splinters into different
domains through the use of divergent scripting-extension forks. The BPMS avoids
this problem by including process virtual machine technology that serializes
concurrent computation to a single thread, which is executable over existing software
and hardware systems. This “bottom up” approach, based on the combination of a
process modeling language and process run time lies at the heart of the BPMS. Put
simply, the BPMS foundation ensures that any level of process complexity can be
truly encapsulated. The lines between computation and communication are obviated
using BPML and they become one and the same. Activities are just processes,
workflows are just processes, applications can be de-composed into processes, and all
these processes can be infinitely composed and nested.
Pi calculus, and languages such as BPML and BPEL, will have a profound impact on
how control flow and data flow are formally separated within process models, but
then re-unified for the purpose of process management. However, workflow
theorists will continue to pursue further developments in the field of adaptive and
concurrent workflow.20 While it is theoretically possible to extend workflow
technologies and underpinnings to be more expressive and to provide more
flexibility, the first BPMS projects are already being completed by leading companies,
pioneering the practical use of Pi Calculus theory in the enterprise, as occurred before
with the relational model of data. It is indeed these reasons that the unfolding story
of a business “rEvolution” is about BPM, not just a subtle evolution of workflow. Pi
calculus underpins the computer science of distributed mobile processes, a paradigm
where the business process is the indigenous species.
In the introduction to this paper we quoted Skip Ellis, Professor of Computer
Science and Director of the Collaboration Technology Research Group at the
University of Colorado. At BPM’03 in Eindhoven, he stated, “Implementations of
workflow tend to be coercive, isolationistic, and inflexible; whereas the natural
interaction of people frequently incorporates flexibility, opportunistic behavior, social
awareness, and compromise.” We believe that the mobility inherent in the Pi Calculus
and languages inspired from it, implemented as BPMS products, will progressively be
able to address the shortcoming of rigid technology stovepipes. We point to the
fluidity of email conversations as an example of the kind of organic behavior that
mobile processes exhibit, and we look forward to BPMS products that are finally able
to reflect the changeable, messy, chaotic and dynamic nature of business itself.
Indeed, workflow practitioners and theorists have themselves recognized this
imperative.
Petri Nets are being extended in a host of ways, including taking over ideas from Events, Agents and
Actors. Concurrency within and between Petri Nets is also an active area of research.
20
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
33
BPTrends
January, 2004
Ijme Schilstra, Director of Pallas Athena, a company that provides FLOWer, a
workflow solution oriented to Case Handling as opposed to Task-Handling, says, “In
practice, workflow technology often lacks flexibility, because it is trapped in a control
flow paradigm. Workflows should not be driven by pre-specified control-flows but
should be data- or information driven.” And that is the essence of languages such as
BPML and BPEL, where the process instance is the case, and the process instance
can extend to the end-to-end definition of the technology involved in processing the
case (Figure 8). This is the reason that some analysts have positioned the BPMS as
the next generation of content management and knowledge management. Treating
documents and information as processes opens the door to the BPMS becoming the
platform for coming process-aware applications, applications that focus on, and
manipulate, whole processes.
Now enter the marketplace and the force IT vendors so energetically exert to
influence markets to buy their products. As vendors re-position their heritage
products as “BPM,” or develop new products to replace the old, and as analysts’
magic quadrants fill with names of winners and losers, the battle for BPM market
share (the re-invention of workflow and applications) has begun. Along the way, as
companies seek true innovations for competitive advantage, the BPMS must prove
itself in mission-critical projects, one by one, and demonstrate an order of magnitude
improvement over current capabilities if it is to succeed. In the world of Pi Calculus,
all processes, including the workflow process, are just that, processes, not engines. In
the battles for the future, it is indeed the marketplace that always wins—and the
marketplace will ultimately demand a unified, holistic engine of process. Let the
games begin!
References
[1] “Better Maths Makes Better BPMS, Which Allows Business People To Manage
More, and More Completely”, a response to WfMC members,
www.bpm3.com/picalculus/better-maths-creates-better-bpms.pdf
[2] Intalio Inc., “Technical Note: Implementing Workflow Patterns in BPML,” V1.0.
The paper illustrates how workflow patterns that workflow engines typically cannot
support can be modeled and executed in BPML. The paper deals with the complex
workflow patterns identified by W.M.P. van der Aalst, being Synchronizing Merge,
Deferred Choice, Interleaved Parallel Routing, Multiple Instances without a priori
runtime knowledge, Milestone, Cancel Activity and Cancel Case.
[3] Yet Another Workflow Language, YAWL:
http://www.citi.qut.edu.au/yawl/index.jsp
[4] Collected resources aimed at giving an overview of the Pi Calculus, the work of
Robin Milner and the relationship to Business Process Management
www.bpm3.com/picalculus
[5] Förster, M., “Theory of Business Process Modeling: The Pi Calculus,” Hasso
Plattner Institute for Software Systems Engineering, Prof.-Dr.-Helmert-Straße 2-3,
14440 Potsdam, Germany
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
34
BPTrends
January, 2004
Further reading
[5] Howard Smith and Peter Fingar are co-authors of two books about business
processes, Business Process Management—The Third Wave (December 2002, Hardback
311 pp) and IT Doesn’t Matter—Business Processes Do. (July 2003, Paperback 128 pp).
They can be previewed at www.bpm3.com.
[6] Howard Smith, together with colleagues from Computer Sciences Corporation’s
Research Services, published the industry’s first report on The Emergence of Business
Process Management in November 2001. It was published by Computer Sciences
Corporation Research Services and re-produced by ebizq.net and is still available as a
PDF download (90 pp): http://www.cscresearchservices.com/process/bpmreport
and http://www.ebizq.net/hot_topics/bpm/features/1763.html.
[7] An early perspective on why a Business Process Management System is relevant to
Systems Integrators was published by Computer Sciences Corporation in a
whitepaper entitled, A System’s Integrators Perspective on Business Process Management,
Workflow and EAI, http://www.fairdene.com/processes/CSC-SI-Perspective-BPMv1.pdf
[8] Will the Real Business Process Management Systems Please Stand Up—
Separating the Pretenders from the Contenders
http://www.darwinmag.com/read/070103/pretender.html
[9] Business Process Management 101
http://www.ebizq.net/hot_topics/bpm/features/2830.html
[10] Clearing up confusion over what BPM really is
http://www.ebizq.net/topics/eai/features/2225.html
[11] Seeing the BPM Light
http://www.ebizq.net/hot_topics/bpm/features/2705.html
[12] BPM’s underpinnings, The Pi Paradigm
http://www.ebizq.net/hot_topics/bpm/features/2063.html
[13] IBM and Microsoft messing with Process Standards
http://www.ebizq.net/hot_topics/bpm/features/1472.html.
(Also see www.bpm3.com/standards for press coverage.)
[14] The Third Wave—The Humble, Yet Mighty, Business Process
http://www.ebizq.net/hot_topics/bpm/features/1763.html
[15] The Third Wave—Coordination, Coordination, Coordination
http://www.darwinmag.com/read/040103/wavecoordinate.html
(This article is also available as a PDF download from http://www.bpm3.com/picalculus)
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
35
BPTrends
January, 2004
Author Biographies
Howard Smith is Chief Technology Officer (Europe) of Computer Sciences
Corporation (CSC) and a co-founder and current co-chair of the Business Process
Management Initiative (BPMI.org). With more than 24 years in the IT industry, he is
a sought-after speaker and advisor. He is the co-author with Peter Fingar of two
books about business processes, Business Process Management: The Third Wave, and IT
Doesn’t Matter-Business Processes Do. His work in predicting and shaping technology at
the intersection with business led him to take an active role in the development and
application of the third wave of business process management (BPM). He is currently
researching the application of BPM to corporate sustainability, innovation, and
growth, for which he has global research and development responsibility at CSC.
Peter Fingar is an Executive Partner with the digital strategy firm, the Greystone
Group. He delivers keynotes worldwide and is author of the best-selling books, The
Death of "e" and the Birth of the Real New Economy, Enterprise E-Commerce and The RealTime Enterprise (www.mkpress.com). Over his 30-year career he has taught graduate
and undergraduate computing studies and held management, technical and consulting
positions with GTE Data Services, Saudi Aramco, ADS, the University of Tampa,
the Technical Resource Connection division of Perot Systems and IBM Global
Services.
Copyright (c) 2003, All Rights Reserved,
Computer Sciences Corporation
www.bptrends.com
36

Similar documents

×

Report this document