Transcription
BUSINESS PROCESSMANAGEMENT INITIATIVEMinutesMember Meeting #1213-14, May 2004London, UKMEETINGS KINDLY HOSTED BY:Enix Consultingat the Wreay Group Executive OfficesSheraton House, LondonPRESENT: MAY 13, 2004BPMI.orgCSC European GroupEnix Consulting, LtdFair IsaacIBM CorporationILOGIntalio, Inc.Lombardi SoftwareMEGA InternationalMITRE CorporationPikos GmbHPopkin SoftwareSterling CommerceLayna FischerHoward SmithDerek MiersPaul VincentStephen WhiteMari GeorgesIsmael GhalimiDamion HerediaAntoine LonjonJames ManleyKurt WienerJog RajJeanne Baker1
AGENDABPMI.org Phase 2: Defining the Initiative's Future Role and Direction Revisiting the Initiative's Mission Statement, Charter, and Organization Formal Adoption of BPEL4WS Introducing an integrated BPM Standard Stack Development Plans for BPML 2.0, BPSM, and BPQLGovernance & Industry Liaisons Internal Processes, Procedures, and Policies Partnerships with OASIS, OMG, W3C, WfMCMarketing & Membership New Website Sponsor Membership Category Definition eBizQ.net & BPMInstitute.org webinars Training Program Certification Program Benchmarking ProgramSpecial Presentation: 11:00 – 11:30 am Friday 14.James Manley, Principal Enterprise ArchitectMITRE Corp, San Diego, CA(MITRE is a Federally Funded Research and Development Center)AMCET: Advanced Military Process Management Capabilities and ExploitationTeam.This presentation will discuss how BPM techniques are being developed and applied toDefense related needs. Specific and notional task examples will be discussed as wellas perceived BPM related opportunities and requirements. Topics will be presentedfrom a BPM consumer point of view.2
Minutes: Member Meeting 12Meeting commenced at 0930.IntroductionAll present introduced themselves, and Howard welcomed all with brief recap ofprogress to date. It was clear from BPM conference just finished this week showedintense interest in this space.Howard explained that he and Ismael Ghalmi had got together a few weeks ago andset out a comprehensive list of BPM Phase 2 issues in a slide set as a submission tothe group: Main objective is definition of Phase 2Roundtable discussion followed from what each person feels is important to the orgLayna Fischer/BPMI.org: Relevance within the industry, & therefore value propositionto the members.Jog Rag/Popkin: Relationship with BPELJeanne Baker/Sterling: agree with relevance and that org goes forward with amission, not inertia.Jim Manley/MITRE: rep the user community – start with underlying data beingmoved from one engine to another. If vendor community wants to address theseissues within the govt, 2. Very interested in respositories & config aspects of processmodels. Code-generated capability. Don’t have robust process models. Couldrevolutionize how govt does business.Kurt Weiner/Pikos: What is next step? Customers don’t see a difference betweenBPMI/BPMG/BPEL. Need to understandPaul Vincent/Fair Isaac: We are not a traditional BPM tools vendor. Have interest indeclartive rules of BP, important distinction, The relation of rules. Also relationship toBPM & modeling – more at definition end, not modeling side. OMG is starting to takean interest thru MDA. Technical integration issues, & BPEL. Is there a case forsupport of BPEL?Antione Lonjon/MEGA International: Need consistency between the groups, OMG BPdefinition.Mari Georges/ILOG: Share concerns about rules/processes. Customers still need tobe educated about what is a BP. Involve business analysis vendors. Sarbox and otherlegislation issues. Enterprise modeling can take advantage. What are relationshipswith WfMC, OMG etc.?3
Steve White/IBM: Don’t see BPQL listed – could also be called BAML. (Under 2004initiatives). Our relationship with other orgs. Don’t want to fragment the market,don’t overlap. Relevance.Derek Miers/Enix. Image of BPMI – difficult to understand, what is relevance? Need toevangelize, the have succinct conversations with marketplace. Clear communicationsneeded. Investment in comm. Materials. Governance is important to supporting this.Roy Thompson/Casewise: We don’t want proliferation of stds, We want sound, stablemodelimg tool. Concerns about the future – change from proprietory stds to openstds. Relationship with others.Damion Heredia/Lombardi: Stds commoditize our offerings, enable us to competemore effectively.Howard concluded the roundtable with the comment – no way that BPMI can try toown too much of all these concerns – we need to focus. Original mission to furtherthe BPHoward presented his draft slides and walked through the slides in successiongenerating lively discussion with the group.Consensus was reached slowly as each slide was discussed and edited accordingly.Lunch break at 11:55am: Pizza in the ParkResumed at 13:00Discussion resumed on slide 19 with amendments to board members & rolesSlide 24 – stuck on BPEL adopted by BPMI.org. At this point Ismael Ghalimi joinedthe meeting with apologies for late arrival.Ismael offered the observations that BPEL that is already widely adopted / defactoexecution standard. Eg Microsoft may bring out BPxL ie Business Process DesignLanguage BPDL.Ismael produced the following diagram during much discussion.4
This was dubbed the “hourglass” metaphor by the group.BPMN meeting commenced after a short coffee break.Steve presented the following agenda:Topics of Discussion (were not necessarily addressed in this order): Feedback on BPMN 1.0 Specification (especially if it is not finished)Marketing of BPMNIdentification of new issuesBPMN metamodel? Relationship to OMG BPD metamodel.BPMN PrimerCase StudyIdentify Schedule for Post-BPMN 1.0 FinalBPMN 1.1 and maintenance releasesBPMN implementationsXML Schema for BPMN (layered above BPEL) or XMI?BPMN long-term roadmapMoving BPMN to the OMGUnification with UML Activity Diagrams5
A separate effort to standardize BPMN Artifacts--including for different verticalmarketsMapping BPMN to:OMG Business Process Definition MetamodelUML Sequence Diagram (for choreographies)RAD diagramsWS-ChorebXMLAntoine Lonjon requested a definition of BPMN and the group agreed upon thefollowing:BPMN 1.0 was created with “path to execution” as its primary focus and as such is alower level representation of process models than the full spectrum of BPMN asexpressed by future versions of BPMNHoward presented the following slide which generated considerable discussion. It wasagreed that BPMN should look at future work that addresses the needs of theBusiness Consultant.Derek later created a new slide, based on this concept.6
Reaction To BPMNReal WorldBusiness ConsultantsPowerPoint, VisioSpec WritersSpiralProcessArchitectsTrepidationBPMN / edBPEL / BPMSWaterfallTechnology ImplementationFurther discussion - see diagram following created by Ismael & agreed upon by allpresent.Action item:7
Small group work tomorrow to articulate this diagram, with dialog with & approval bythe members within two business weeks. Deadline May 30, 2004Ismael presented a request from Proforma that MOF be used per the followingillustration. Discussed followed re the metamodel.After considerable discussion, the group agreed that the path would follow activityper the following diagram.8
Proposal: When should BPMI develop (“own”) this metamodel of the Process?Lombardi – nowCSC - nowIntalio – nowPopkin – nowSterling – wait and seeJim Manley – wait & see – gov’t position not clear on OMGPikos - wait & seeFair Isaac – wait & see, rather reuse what coming out ofOMGMEGA – abstainILOG – wait & see.IBM – wait & seeEnix – don’t have a problem if Big Boys own the semanticmodel only if its right. Tend toward ‘now’Casewise – nowNow1111Wait11110111165Discussion followed re the control of the metamodel – useability, expansion,supporting multiple platforms. Philosophic issues.BPSM – Business Process Semantic ModelSteve summarized the discussion:9
The BPMI.org would wait until OMG releases their deliverables to the RFP in June. Inthe meantime work will be performed to establish the requirements, and comparethem with OMG’s requirements and work from the facts at the time.Moving along Steve reported on proposed future schedule for BPMN which includeda separate effort to standardize BPMN Artifacts--including for different verticalmarketsMapping BPMN to: UML Sequence Diagram (for choreographies)RAD diagramsWS-ChorebXML /BPSSLinks /Associations to org charts for exampleIG suggested that a proof of concept be created with One Link before more workproceeds.Discussion followed on the difference between the OMG stack and the approachfollowed by BPMI. Paul Vincent gave an overview of OMG’s UML approach. IGsummarized as following diagram. OMG at top, BPMI at bottom.Further discussion:10
In conclusion it was agreed that1. The BPMN WG would follow through on the projects stated, and2. A book on BPMN would be published in collaboration with BPMI.org by FutureStrategies Inc (publishers of the Workflow Handbook and Excellence in Practiceseries) edited & produced by Layna Fischer. The editorial board would compriseJan Popkin, Derek Miers and Steve White.Action Item:1. Jan Popkin to produce his “content matrix” for the book’s organization ofcontent2. Layna to commence with Call for Abstracts in collaboration with the editorialboard.Proposed by Derek Miers, seconded by Jeanne Baker, the meeting closed at17.30.11
Day 2: Minutes BPMI.org Member meetingMeeting commenced at 0930.Present:BPMI.orgCSC European GroupEnix Consulting, LtdFair IsaacIBM CorporationILOGIntalio, Inc.Lombardi SoftwareMITRE CorporationPopkin SoftwarePopkin SoftwareSterling CommerceLayna FischerHoward SmithDerek MiersPaul VincentStephen WhiteMari GeorgesIsmael GhalimiDamion HerediaJames ManleyMartin OwenJog RajJeanne BakerDiscussion started with Slide 25: Industry situation: Process Orientation (PO) a major trend in business and technologyProcess Modeling versus Process ExecutionMiddle-Out versus competing top down and bottom up methodsProcess Management versus Software EngineeringNeed for coexistence of Design-Driven (BPM) and Model-Driven (MDA)architecturesBPMS the only practical vehicle for customers to integrate and utilize numerousWS-nnnnn standardsNeed for BPQL from many technical communities BPM, BAM, Workflow, EAI, J2EEBAM and “world of data” to come into BPMS picture through BPQLThe group agreed that it was necessary to create a paper that illustrated thedifference between MDA & process-driven architectureCustomer needs – HS explained his slide Customers will not invest in the “digitization” of end-to-end (collaborative) businessprocesses without standardsDigitized “intellectual property” must employ a language that is Complete12
OpenFormalRoyalty FreeExecutableAfter discussion the group added Reference body for the Third Wave of BPMProcess Asset ManagementDesign lifecycle, execution lifecycleDiscussion on slide 26 Requirements for BP Standards Discussion revolved around the term “dead designs” and it was removed fromthe slideDiscussion on slide 27Why BPMI.org Phase 2? Customer demand for BPMS requires innovation ahead of traditional standardsratification processBPM a significant long-term trend in business and ITThe market needs clarity on the roadmap to BPMS 2.0BPM relies on an integrated and complete technology stackSystems Integrators need standards to deliver process-centric enterprisearchitecture populated with best-of-breed componentsMessaging, Web Services, Process Engine, Rules, Workflow, Ontology, J2EE,Portal, Dashboards etcBPM vendors need standards to create “complete” Business ProcessManagement Systems leveraging OEM componentsPackaged Solution developers need standards to leverage Business ProcessManagement Systems (BPMS)Discussion focused on the phrase “The market needs clarity on the roadmap to BPMS2.0” and suggested that “The market needs clarity on BPMS”Jan Popkin joined the meeting at this point. 10.30amDiscussion on slide 27Discussion was provoked by current limitations as perceived by HS. No standard way of sharing process diagramsNo standard way of invoking business rulesNo standard way of managing workflow tasks13
No standard way of connecting to user interfacesNo standard way of deploying processesNo standard way of monitoring processesNo standard way of analyzing processesLots of work remains to be done We need a way of people being able to share their best practices, providing anenvironment for people to share best practices. A primer is required.Suggestion: start a thread about best practicesDiscussion on slide 29 BPMN directionSupport for BPMN strongSome criticism of current BPMN 1.0 proposal Non-intuitiveLong learning curveDoes not support process discoveryLimited applicability to process executionBPMN exists within the objectives and mission of BPMI.orgFurther explanation to the market requiredFurther development envisagedJan Popkin pointed out that following recent meetings with customers, it wasconsidered that BPMN was too detailed. Discussion reverted to BPMN Scope modelper IG’s flipchart, and formalized by HS in the slide below.14
This was updated by HS as follows:BPMN developmentEnterpriseprocessviewse.g. Gantt chartAuxiliaryenterprisemodelse.g. Org chartAlternatesBusinessanalystLinks2.xBPMN scopePrimerProcessdesignerBPMN 1.01.x1.xIT architectMappingsMetaProcess engine/process virtual machinemodelBPSMFacets intoProcess sCopyright 2004 BPMI.orgBringing Jan Popkin up to date, Derek showed his slide version of IG’s hourglassmodel.BPMEnterprise &Business WorldStrategyConsultantsBusiness AnalystsModellingBPMNBPMIScopeBP?LMeta-ModelFocus BPBPEL/BPMLIT ImplementersExecutionTechnology ImplementationSlide 31 (the others were skipped over)15
Phase 2 Definition A bold new agendaA shift from a broad “BPM” and 1st generation BP standards to a specific“BPMS” and 2nd generation BP standardsIntegrated BP StackDefinition of BPMS 2.0Definition of Process Oriented and Process Driven DevelopmentConcurrency in modelingProcess Query Languages (PQL)Slide 32Strategy Own the definition of BPMS 2.0 (agreed)Adopt standards where they existPopulating the BPMS reference modelDevelop specifications where they do notImplementation in lock-stepGrow the categoryCore process semanticsReference architectureStandards definitionDiscussion centered on relevance, risk analysis, secure BPMN, (Metamodel is atechnical thing, could be a WG) innovative, making sure we fit in with other stdsbodies (BPEL position).Presentation by James Manley, Principal Enterprise Architect, MITRE Corp,San Diego, CAThis presentation discussed how BPM techniques are being developed and applied toDefense related needs. Members were extremely interested in his views andappreciated his efforts in sharing the work done by DOD.Jim related his #1 intent on presenting his proposal was on needing help in bringingtogether the DoD visualizations. Needs a graphical visual interface between tools.16
MSR Proposal: Model Driven C2 Requirements & Code GenerationApplication Architecture RequirementsSpewak MethodologyPure Application 1ActivitiesInformation ElementsPure Application 2Pure Application Affinity MatrixPure Application nBusiness Process Management Initiative (BPMI)PROJECT: JTF Critical Thread AnalysisTITLE: JTF HQ OPSSRC: TPIO-ABCS Activity ModelREV: ness Process Model Notation (BPMN) /XML Metadata Interchange (XMI)L E GE NDBl ue E l il ps e i np ut from mo del ed acti vi ty or ex terna l o rgan i zati onGre en Ro un ded Sq ua re ou tpu t to m od el ed ac tiv it y o re xtern al org ani za tio nY el l ow Re ctan gl e l oc al JMA a cti vi tyW hi te i n/ ou tpu t fro m/ ot a no n mo del ed acti vi ty260263246264267CINCInput HQ J-1CINCInput HQ J-2CINCInput HQJ-3CINCInput HQ J-4CINCInput HQ J-5277276CINCInput put Pol-MilInput281DISA280273CINC261255CINCInput HQ J-2InputCINCInput HQ J-5CINCHQ J-3Input HomeStation285287987HostInput NationINTELInput AgencieInput804JIC286Input HomeStation274Input842HostInput Nation1944JTFJ-3JOC9862571288JTFJPGNewsInput Media958NGO'sInput CInput HQ J-2CINCHQ itsInputInput883959SUBUnitsU.N.Input SpecialRepTCCCTheaterInput tInput981Input324COORD andDirect LifeSupport of JTFCP [A213]Parent & UJTL Prime:Producing Operatives:Provide StaffSupport [A2244]Parent & UJTL Prime:Producing Operatives:InputProvide Quality ofLife OPS for JTFCP [A2242253]Parent & UJTL Prime:Producing 978COORD [LongRangePeacekeepingOPS JTF JPG]OPLAN[CINCHQ J-5]HQ J-3]315USEmbassRangePeacekeepingOPS JTF JPG]316JointEquipment /Expeditionary SITREP Installations[Employment UsingOPLAN[CINCOPORD[CINCHQ J-3]Units]JMA 5RRFICINCHQ J-2][INTELSharingGuidance& DIRs[INTELCINC HQJ-2]148OPORD[CINCRRFIHQ J-3][DISA]GuidanceGuidanceCOORDOPLAN[SpaceOPORD & DIRsCOMMO[CINC[CINC [LogisticsJTFAdviceJ-5]HQHQ J-3] CINC HQCINCCINCGuidanceJ-4]JCEOI[Strategic& DIRsHQ J-6]CINC HQ [CINCGuidanceJ-5]HQGuidance& DIRs& J-6]DIRs[POL-MILCINC HQ [COMMOCOORDJ-5]CINC HQJ-6][JTF J-5]& DIRs[OPSINTSUMINFO[CINCCINC HQHQ J-2][OPSTaskCINCHQOrder[CINCHQJ-3]OPLANCOORD [CINC[Advance HQ J-5]ElementCOORDRFIHome[IGStation] P[CINCCOORD [INTELHQ J-3]GuidanceExecution& DIRsSPTJPERSTATRQST[Space Agencies]Order[MedicalCOMMOResponseRPT[JTF HQ[CINCRSSC] SUBUnits][INTELJ-3]CINC HQAgencies]Surgeon]ConsolidatedRFICOORD Casualty [Visitors[JTF J-3Estimate [JTF NewsJOC]JPG]Media]JMA 4SupportRequestMVMT[Supply LOGRQST[SUBHostSITREP /IGRPT[SVCIG]UnitStrength /Status /DailyCasualtyLOGRPTRPTSupport[Status ofSupport[SUBRequest RequestCasualtyForcesUnits]and[Blood[Maintenance SupportSUBRequestand Salvage Program]Units]SUB Units] [FuelSUBRRFI[Policy USEmbassy]COORDLOGSTAT BMOS &SITREPReplacementRPTs[Employment[JTFINFO AttackHHCofOPS]GuidanceSUB Units]& DIRs[SECSUBUnits]SupportJTF HHCOPS]Guidance& DIRsWitnessRPTs[JTF HHCOPS]JMA 3 TFJ-3FutureJTFJTFAdviser]CMOC]PAO]CDR]OPSJTFJ-3OPS OPS]JTFJPG]JPG]Future OPS]& DIRs[SECSupportJTF HHCOPS]13[SupplySUBUnits]Business Process Execution Language (BPEL)AssessmentsLocal acuationChief] ofNoncombatants EmbassyCountry team]SupportRequestMEDSITREP[JTFStatusReport [FuelHHC1SG]ExpenditureSUB Units]HHCMVMTOPS]RQST[JTFHHCGuidance1SG]& DIRsINFOSystemsAutomatic Code Generation[SECSupportJTF HHCGuidance&OPS]DIRsStatus[JTF HHCGuidanceOPS]OPS]147Units]QOLRPTs&RQSTs[JTFCOORD [LifeSupport JTFCommandant]COORD [LifeSupport JTFCommandant][SECSupportJTF HHCGuidanceOPS]& DIRs[SECSupportJTF HHCJMA Frequency ReadinessMOS &Requests SUB Units]ReplacementRPTs[SUBCasualtyCOORD PT RQSTResponse[CINC HQJ-2]JMA 1 Dominant Maneuver 2Provide StaffSupport [A2244]Parent & UJTL Prime:Producing Operatives:InputProvide StaffSupport [A2244]Parent & UJTL Prime:Producing Operatives:InputPlanF-77 [EmbassyReportDATT]GeoPolitical[Embassy- DATT]INFOandSUB Units]JMA 11 MultinationalOps/InteragencyGuidance Guidance &DIRs& DIRs[Engineer [PersonnelCINC HQ CINC HQJ-1]Engineer]Provide StaffSupport [A2244]Parent & UJTL Prime:Producing [PSYOPEmploymentUnits]311Provide INFOSystemsIntegration forJTF HQ [A22432]Parent & UJTL Prime:Producing Operatives:Input312SITREP[CountermineActivities SUBSupportNEOPACKS[JIC]of Electronic NonlethalPackage[JIC]Attack SUB Means SUBHQ J-5]COORD MoveOPS for JTF CP[A224213]Parent & UJTL Prime:Producing Operatives:321Provide StaffSupport [A2244]Parent & UJTL Prime:Producing Operatives:InputSITREP[Attack onPersonnel /OPLAN[CINCHQ J-5]InputUSEmbassSITREP[PeacekeepingEnforcementOPS SUB Units]Nation]OPLAN[CINCHQ J-5]318Input984InputCOORD [LongRangePeacekeepingOPS JTF JPG]SITREP[PeacekeepingEnforcementOPS HostCOORD andDirect LifeSupport of JTFCP [A213]Parent & UJTL Prime:Producing Operatives:Provide StaffSupport [A2244]Parent & UJTL Prime:Producing Operatives:InputCOORD [LongCOORDRFI t put Embass983SUBUnitsHostNationCINCInput HQ J-3Guidance& DIRsCOORD CombatHealth Supportfor JTF CP[A2242141]Parent & UJTL Prime:Producing Operatives:Provide ManSupport for JTFCP [A224226]Parent & UJTL Prime:Producing Operatives:InputUSInput EmbassSUBUnits293SUBUnits319323Provide ManSupport for JTFCP [A224226]Parent & UJTL Prime:Producing Operatives:Input980CINCInput HQ J-5979CINCInput HQJ-2322USInput 1CINCInput HQJ-6SUBUnits300Input275973302Input296HostInput NationCINCHQ 297NewsInput MediaINTELInput AgencieCINCInput HQJ-6882289JIC[SECSupportJTF HHCJMA 10 Full DimensionalProtectionJMA 6 OPS]Special Operations 234OPORD[CINCHQ ProductsPersonnelPlanto /CDRProductsAttackon comeGuidance[Operational[JTF B]J-3UsingJPG]IO JTFCell]MeansObstacles/NonlethalJOC]MinesJTF J-3Means loymentPSYOPEmploymentJTF JOC]EmploymentJTF P[LongRangeRangeEvacuationofCountermine[FCE] ofEvacuationCountermineActivities ngineer]JTF J-3JPG]FutureJTF JPG]SpecialOPS]JMA 8 F(Requestfor Forces)COORD[CivilMilitaryJMAOperations7 Joint Command &Control43JTF CMOC]PA [IO LPlannersJISE]JSystems]3JTFIO GMEDPT & lthSVCGuidancePoliciesSUB[JTF- onsJTF CMOC] OPS JTF JOC]OPS JTF JOC]COORD[COA]JMAMilitary9 Focused LogisticsRelationsAdviceJTF JIB][MediaRelations27OperationsJTF CMOC]JTF PAO]COORD[Evacuation ofNoncombatantsJTF JOC]COORDandLiaisonOPORD[FCE]Productsand OtherNEOTasking[JTF F J-1COORDPERS[PersonnelServices]AspectsofJTF OPSJTF J-1Plans onJTF JTF JOC]RFI[INTELSharingJTF J-2LNO]SITREP[IndirectFires JTFJ-3 JFE]COORD[ResourceSharingLOGJTF J-4 /SITREPMVMT ationJTF J-4LRC]Transportation]LOGSITREP /LOGSTAT[LOG &ReadinessReportingJTF J-4 Log[INTELUpdateJTF J-2JISE] COORDINTREP[Current [SpaceCOMMOINTELJ-6JTF J-2 JTFFREQRSSCJISE] RQSTLNO][FrequencyRequestsMEDCOORD[JTF J-4LRC]COORD[VisitorsJTF JVB]COORD[SupplyGuidanceCOORDSupport& DIRs [IG[AdvanceJTF J-4OPSElement JTFSupply]Home SupplyCommandant]Station PTCOORD&JTFIG]COORDCOORD[MAINT[IGFLDAssessment &[Advance SVCElement JTFSalvageStatus JTF IG]Commandant]OPS JTFRPTJ-4[JTF J-4MAINT]Supply]RFI[DISAJTFJ-6DISALNO]JTF J-6Future OPSReporting]MAINT DATA[MaintenanceINFOCapabilities[OperationalJTF REPOLJ-4 Maint]JTF JOC][JTFGuidanceSUBArea& orsJTF JVB]COORD[PERSServicesJTF e [HealthCOORDServices [NewCOMMOResourcesPERSJTF J-6RSSC JTF JPRC]GuidanceRRFI& DIRs[CofS][VisitorsJTF JVB]COORD[PERSServicesJTF J-1PERSCOORDServices]RFI[Resource[JTF SharingJTF J-4J-2 POL-MIL J-2 Guidance[IGLNO]Plans Policy Plans& DIRsand [JTF J-5 and OPS JTFOPS] Policy] OPS]IG]Frequency Plan[ElectromagneticSpectrum MNGTJTF J-6 FutureOPS & Plans]LNO]Surgeon]RRFI[JTF[OperationalEnd StateJTF CDR]CDRINFOGuidance[Operational [OperationalJTFJOC]End StateCEOI[JTFJ-6COORDFuture[PersonnelPlansAspects& OPS]ofJTF OPSJTF J-1GuidancePlans && OPS]DIRs[JTFRFICOMMSTATCOORD[PolicyJTF J-5[JTF J-6 [SupplyPolicy]JCCC SupportCOORDCurrent JTFCDR]COA[ApprovedJTF CDR]CDRGuidance[JTFForcesJTF CDR]&SalvageOPS JTFJ-4MAINT]COORD[LifeSupportJTF J-6HQSPT]SITREP[J-1SECJTF J-1SITREPADMIN][J-2SECJTF J-2ADMIN]DeputyCDR]SITREP[J-3SECJTF J-3COORD[SupplySupportCOORD[MAINTADMIN]SITREP[J-4 SECJTF J-4SITREPADMIN][J-5SECJTF J-4Supply]&SalvageOPS JTFJ-4MAINT]REPOL[JTFSUB AreaJTF J-5SITREPADMIN][J-6SECJTF J-6POLOffice]ADMIN]235Output221CINCOutput218CINC HQJ-1216OutputOutput647CINC HQJ-1214CINC HQJ-1OutputOutput196CINC HQJ-2189CINC HQJ-1OutputOutputOutput230CINC HQJ-3242CINC HQJ-2210OutputOutputOutput179CINC HQJ-4OutputCINC HQJ-4OutputCINC HQJ-4Output232CINC HQJ-3OutputCINC HQJ-3Output212CINC HQJ-2183CINC HQJ-4233176Output660CINC HQJ-4188CINC HQJ-4OutputCINC HQJ-4OutputOutput223CINC HQJ-5OutputCINC HQJ-5Output661CINC HQJ-4234180OutputOutput205CINC HQJ-6692668CINC HQJ-4Output184CINC HQPAO243CINC HQJ-6OutputOutput627CINC HQSurgeon224CMOCOutput662CINC on650CINC HQJ-5OutputOutputOutput206JTF 19NewsMedia245JTF Staff192HostNationOutputOutputOutput694PERSSVC GP215NewsMedia244JTF utOutput198220SUB Units182PERSSVC GPOutputSUB UnitsOutputOutputOutput193SUB Units195229SUB UnitsSUB UnitsSUB UnitsOutputSUB UnitsOutputOutput177SUB Units190SUB UnitsOutputSUB UnitsOutput217201227NewsMediaOutput680SUB Units240SUB UnitsOutputSUB UnitsOutput191TCCC(TheaterOutput SUB UnitsOutputCINC ationOutputUSEmbassyOutputOutputSUB UnitsOutputEvacuationSite Party207SUB UnitsOutputProvideStaffSupport[A2244]Parent & 7194204JTF Staff211COORDandDirectLifeSupportfor JTFCP [A213]Parent & UJTLPrime:ConsumingOperatives:222Output702SUB Units236656ProvideStaffSupport[A2244]Parent & UJTLPrime:ConsumingOperatives:OutputSUB UnitsNewsMediaCINC HQJ-3Process t & fSupport[A2244]Parent & fSupport[A2244]Parent & fSupport[A2244]Parent & UJTLPrime:ConsumingOperatives:OutputModel Driven Architecture (MDA)Object Management Group (OMG)Unified Modeling Language (UML)Automatic Code GenerationWorkflow ManagementWorkflow Management CoalitionXML Process Definition LanguageWf/XMLSecond request: Want to build on one slide how to fit all these bits together.The group thought this was indeed possible & that feedback would be provided to himoffline.Broke for lunch at 12:05. Reconvened at 1.12.On request by Mari, IG produced a list of BPMN adoption vendors.Suggestion by JB: What’s important to BPMI and what do we need to accomplish thismission. Expanded by Mari Georges:17
Secure BPMN as an asset in every senseInnovation on a key capabilitiesClear message to confused publicBeing the Reference Body on BPMExpand our membershipBPM StackIG produced this list:The group discussed the proposed stack as shown in HS slides:Standard BPM StackBPMNBusiness Process Modeling Notation(Defined as UML Profile with XML Serialization)BPSMBusiness Process Semantic Model(Defined as UML Class Diagram)BPML 2.0Business Process Modeling Language(Extends BPEL4WS 1.1 to cover Transactions, Business Rules, Task Management, Human Interactions)WS-CDLBPELBPQLChoreography Description LanguageBusiness Process Execution LanguageBusiness Process Query LanguageWeb Services Stack(WSDL, UDDI, and other relevant specifications)Copyright 2004 BPMI.org18
Discussion: BPMI is in the business of clarifying the stack,How BPMI’s works fits in with all the other stds bodies.Should ontology be included w
Portal, Dashboards etc BPM vendors need standards to create "complete" Business Process Management Systems leveraging OEM components Packaged Solution developers need standards to leverage Business Process Management Systems (BPMS) Discussion focused on the phrase "The market needs clarity on the roadmap to BPMS
