Date: Thu, 28 Mar 2024 14:16:09 +0000 (UTC)
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Workflow success factors
Workflow success factors
The following areas are fundamental to any workflow solution:
- Documented processes. To define a workflow, a develope=
r typically must have access to business process documentation such as an a=
ctivity diagram and details on each process step such as inputs, outputs, a=
nd roles.
- Defined roles. To execute a workflow, business users t=
ypically must be placed in roles that are authorized to execute workflow st=
eps.
- Organizational model. Roles fit into an organizational=
hierarchy, which is used to determine who has authority to monitor workflo=
ws and override decisions.
- Adherence to process. A workflow defined to support a =
documented business process is only effective if the business process is ac=
tually carried out as documented. Otherwise, the workflow solution will be =
a barrier to "how we really do things."
The following areas become more important as a workflow solution encompa=
sses more business processes:
- Business process change management. Once business proc=
esses are supported by workflow, new governance processes may be needed to =
capture process changes, keep processes in sync with workflow definitions, =
and keep related workflows in sync. As more processes are automated, there =
will be more conflicts to resolve.
- Re-usable processes, rules, and roles. As the workflow=
solution grows to support more business processes, it becomes more importa=
nt to define sequences that can be initiated or re-used in other workflows,=
rules that can be applied across workflows, and roles that can be assigned=
permissions across workflows.
- Uniform processes. Processes that take place with many=
variations in different parts of the organization will take longer to mode=
l and implement in workflow.
- Formalized business rules. A possible benefit of a wor=
kflow solution is to reduce the number of people involved in decision-makin=
g each time a business process executes. To get this benefit, business rule=
s must be deterministic so they can be "coded" in workflow.
- Skilled resources. It takes specific skills to analyze=
and document a business process to be automated, and additional skills to =
design a workflow definition to most effectively support the business proce=
ss. As the scope of the workflow solution grows, these skills should exist =
not just in IT but also in business units.
The following areas become more important as a workflow solution grows i=
n scale and integrates with other systems:
- Enterprise authorization. As the workflow system integ=
rates with more other system, there is increased pressure to centrally mana=
ge groups and roles for consistent authorization across systems -- both for=
security and for efficient provisioning. (Conceptually, the enterprise aut=
horization problem exists even for business processes that aren't in any wo=
rkflow solution, but it's brought to the fore by enterprise workflow.)
- Integration of systems. As the workflow system integra=
tes with more other systems, more resources are required to carry out integ=
ration, messaging, orchestration, etc. If the workflow system acts as a "hu=
b" among systems, this progression may be linear, but if there is a "web" o=
f interactions between services, it may not.
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