Process Orchestration is a Tool in your Enterprise Architecture Toolbelt Talk.pptx

Tune into our discussion with Camunda Developer Advocate Jacob Plicque. Here's a sneak peek into what Jacob dives into:

"I've always thought Batman would be an amazing Enterprise or Solutions Architect. The way he sees the city of Gotham, create solutions to take out the bad guys, and the many tools he has in his Utility Belt. He's constantly thinking about the bigger picture and how everything moves while staying focused on the mission at hand. A bit like an architect's mindset.

Okay, maybe that's a stretch for you. Or maybe you're not a big super comic book nerd like me. The reality of an Enterprise Architect is that every day you drive change by tying the Business and IT landscapes together. You are consistently translating the needs of the business to the IT teams and navigating the fact that in many cases they have difficulty getting on the same page as you sit right in the middle of it all. Let's explore this together!"

1. Process Orchestration is a Tool in your Enterprise Architecture Toolbelt August 15th, 2024 Camunda New York Meetup

2. Who’s this Guy? Sr. Developer Advocate @Camunda From: Jacksonville, FL Fun Fact: Huge Nerd Tabletop RPG Fan (like Dungeons and Dragons) has a Dice Collection in the Thousands Jacob Plicque @DuvalKingJacob He/Him

3. Agenda Why Batman inspired this Talk What do Enterprise Architects do anyway? What’s actually in an Enterprise Architecture Toolbelt? E.A. Challenges How does Process Orchestration help?

4. Na-Na-Na-Na-Na-Na-Na-Na- Batman!

5. Tools? Toolbelt? Utility Belt?

6. Tools Collaboration Performance Benchmarking System Behavior Failure Scenario? Traffic? Visual Diagrams Series of Images Tie Infra/Apps together If they exist :) Expertise Between Business and IT Data Data flow Dependency Map Many have over 10 years experience! Best Practices Best in Class Security API Gateways Event Driven Architecture

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8. Meanwhile…at the Legion of Doom…

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11. Business IT

12. Enterprise Architect in the middle

13. “Enterprise Architects need to marry those expectations with the rising need to cut costs while also driving the conversation between business value and IT implementation, things can get really messy.” State of the Enterprise Architecture Report 2024, Bizzdesign

14. Only 29.5 percent of respondents fully agreed that their enterprise architecture practice delivered business outcomes. State of the Enterprise Architecture Report 2024, Bizzdesign

15. Change is scary .

16. So what’s this Process Orchestration?

17. Process orchestration coordinates the various moving parts (or endpoints) of a business process, and even ties multiple processes together. Process orchestration helps you work with the people, systems, and devices you already have – while achieving even the most ambitious goals around end-to-end process automation . ‹#›

18. The Power of Process Orchestration Visualize what’s actually happening What’s designed is exactly what is implemented and executed Business/IT speaking the same language Align business and IT using a common, standards-based model and language. Tame Complexity Via end to end orchestration across your Customer Journey Drive Home Business Outcomes Much easier to tie Biz/IT Value Conversation together

19. How do we get started?

20. Introducing BPMN ISO/IEC 19510 spec maintained by OMG (Object Management Group) Maintained spec Easily understand complex processes; no more spaghetti! Visualization Simplify discussions with stakeholders; unify design and implementation Bridge communication Business Process Model and Notation

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22. Ok that’s one E2E Process, where do we go now?

23. ‹#› 1️⃣ Locate E2E Process (Optional) Validate Business Case with Process Tracking 2️⃣ Define customer touch points 3️⃣ Define Process Goals / Process KPIs 4️⃣ Orchestrate Process and Continuously Improve Strategic Process Orchestration

24. Discover Model Develop Run Monitor Iterative development Continuous improvement Define use case Capture business objectives and define success metrics Understand system landscape & process complexity Define business case Define technical approach Define ownership and roles WHAT WHO TOOLS Department leaders Process/product owners Subject Matter Experts Enterprise Architects Whiteboard, Miro, slides, ... Model as-is and to-be processes Define concrete KPIs Understand the E2E process but define iterations Define the journey (tracking, human orchestration, step-by-step automation, ...) Link business and technical model Business/process analysts Developers Enterprise/IT architects SMEs Process/p roduct owners BPMN and collaborative tooling Detail the model with technical attributes Set up solution project according to solution architecture Write glue code Use (and potentially build) connectors Write tests Developers Enterprise/IT architects Low-code developers Process orchestration platform, BPMN modeler, Integrated Development Environment (IDE) Operate solution in production Change management DevOps Operations Clerks Process orchestration platform (especially operations tooling) Continuously measure KPIs Analyze problems and propose improvements Report achieved value internally & externally Process/product owners Business analysts Process orchestration platform (especially process intelligence tooling), BI Typical project lifecycle, tasks and roles

25. Process Orchestration Maturity Levels & Drivers Strategic, Scaled Adoption Distributed Adoption Broader Initiative Single Project No Process Orchestration 4 3 2 1 Vision Motivation Team Structure Measurement Technology

26. Adding a Process Orchestration platform as a technical capability will enable efficient solution creation Business capabilities (implemented via legacy systems, COTS, microservices, etc.) Technical capabilities (enabling efficient solution creation) Omnichannel integration End-to-End Process End-to-end process orchestration (e.g. account opening) Fraud Check Payment KYC … Customer Process Orchestration Data Storage, DBs and MDM (Metadata) Logging and Monitoring Event Streaming … API API As a Service API

27. Process orchestration Accelerators Integration DevOps Version Control Continuous Integration and Delivery (CI/CD) Automated Testing Configuration Management Infrastructure provisioning (IAC) Orchestration Engine (Zeebe) Technical Operations (Operate) Platform operations Decision Engine (Zeebe) Graphical Modelling Analytics Process Intelligence (Optimize) DWH / BI Integration InfoSec Authentication User Management Encryption Documents Front ends Endpoint integration Data Templates Technical Connectors Marketplace Business Capability Connectors Other artifacts (e.g. libraries, forms, ) Process Mining AI RPA Event Streaming Programming Languages Human Task Management Enterprise Process Orchestration Platform

28. A centralized platform improves time to value for projects while maintaining agility Process Orchestration Platform Installation Process Solution BPMN Solution team owns process model and glue code Deployed onto platform provided as a service State managed by the platform, isolated by tenants or cluster . Platform state is owned by the solution team (runtime version , contained data, platform configuration, access control ) Owned by the delivery team lead by the business domain, supported or enabled by CoE Owned by CoE Process Orchestration Platform Provisioner Provisioning and management of Process Orchestration Platforms. Provisioned as requested Provided by CoE as a service, owned by solution team Decentralized (Delivery Teams) Centralized (CoE)

29. Measuring success Adoption Strategic Impact Enablement Business outcomes around operational excellence, user experience, risk and compliance # of processes, technical and engineering metrics, time to project setup, time to value, ... # of people trained, community size, reusable assets, ... Harder to measure, but more convincing

30. Discover Typical high-level adoption Roadmap ‹#› Deliver Scale Vision & Motivation Structure Solution Delivery Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Strategy Alignment Develop roadmap Define operating model and team structure Build Center of Excellence Technology Setup Camunda as integrated platform Design architecture and governance Build accelerators Domain A Use Case 1 Use Case 2 Use Case 3 Discovery MVP Live Prod Delivery Focus Setup Refinement Discovery MVP Live Prod Domain B Use Case 1 Use Case 2 Enablement Focus Discovery MVP Live Prod Measurement Continuous Value Tracking & Reporting Discovery MVP Live Prod Discovery MVP Live Prod Discovery MVP Live Prod Operations and Continuous Improvement

31. Programme manager Technology leader Functional experts CoE → Vetted by Sponsors Let’s develop a holistic automation strategy together! Discover value Define Operating Model Realize Value Adoption Framework Define vision for value of transformation initiative Discovery conversations Value Workshop s Develop operating model, governance and define enablement strategy. Strategic Adoption Roadmap Workshop CoE Operating Model Workshop Success metrics Implement use cases, CoE, governance and track value Use Case support CoE setup Platform Setup Internal communication … Assess Status Quo Understand maturity of current operating model Adoption framework maturity workshop Maturity Survey Work streams Goals Stake- holders C-Level Sponsors LoB Leaders Technology Leader Programm manager Programme manager Technology leader Functional experts CoE leader Programme manager Delivery Teams CoE

32. Let’s review Visualize and Implement the Truth Not just Whiteboarding anymore Business/IT on the same Page Speaking the same language via BPMN and Process Orchestration Top Level Strategic Diagram first! Then model the business process, then dive deeper as long as you still have a business outcome in mind

33. Let’s review Blog Post coming soon! Based on this Talk Camunda Academy Certification Program too! Community Forum! Join the convo with Biz folks, Devs, and Enterprise Architects!

34. Join us in New York City or Online October 16-17

35. [email protected] https://www.linkedin.com/in/fanaticgamer1986/ @DuvalKingJacob on all the Socials

36. Questions? Comments? Concerns?