Jim SinurTraditionally we think of simulation in terms of designing efficient processes up front, but there is more to simulation than this common use case. The next most common interaction is with simulating processes using real live data from the process experience to continually hone a running process. See past posts on simulation:
http://blogs.gartner.com/jim_sinur/2009/12/22/savoring-simulation-recent-encouragement/
http://blogs.gartner.com/jim_sinur/2009/02/12/optimizing-costs-try-simulation/
http://blogs.gartner.com/jim_sinur/2009/02/10/extra-extra-simulation-is-bi-optimal/
![MPj04308560000[1]](http://blogs.gartner.com/jim_sinur/files/2010/02/WindowsLiveWriterSimulationandBPMAGrowingEngagement_BC50MPj043085600001_2.jpg)
There are additional connection points for BPM and simulation over and above these two traditional uses. Simulation can be instrumental in projecting the effect of decisions in and around processes. Supercharged by additional optimization formulas, simulation can play an important role in giving unstructured processes constraints. Simulation is also gifted at delivering guiding rules for processes that are multi-objective driven. Combined with animation, process and rule adjustments can be visualized.
Speaking of visualization, simulation can play a role in creating a virtual and artificial reality. As business interfaces take on more of a gaming feel, simulated 3D environments may be the way process and business levers are pulled to change outcomes to match changing goals. This is a bit out there right now, but bits and pieces are starting to come together in research environments.
Simulation is powerful but it is becoming tame enough for the average analytical type. Simulation has proven helpful in process training as it has in flight training. .
Category: BPM Business Process Improvement Business Rules Green Optimization Simulation Tags: BPM, business, Business Rules, Optimization, Simulation
8 responses so far ↓
1 Theo Priestley February 11, 2010 at 3:26 am
Interesting post, but about a year too late. I predicted 3D Virtual World simulation and real world data feeds in 2009 and explored these with vendors and third parties like QUT (www.bpmve.com)
it’s not ‘a bit out there’ it’s the here and now Jim.
2 Theo Priestley February 11, 2010 at 3:34 am
I looked at this in 2009 with Ross Brown of QUT, a virtual world provider and several vendors to the point a concept was being looked at. This is hardly anything new, it’s not “out there” Jim but here and now. Real world feeds into process also is nothing new and is happening too.
http://www.bpmredux.com/-articles/2010/1/23/conceptual-modelling-in-3d-virtual-worlds-for-process-commun.html
http://www.bpmredux.com/blog/2009/4/5/use-geospacial-process-information-to-strengthen-frameworks.html
http://www.bpmredux.com/blog/2010/1/23/avatarvirtual-worldsbpm.html
3 Christian DE NEEF February 11, 2010 at 5:05 am
From my experience, the practical use for simulation of business processes is first and foremost:
- Impact analysis: the capability to experiment with process changes in a safe, protected environment, understanding the impact of process changes before their implementation. Having to correct or undo real-life changes is much more expensive (not only financially) than correcting/experimenting on a model.
- Communications: the process simulation provides a less conceptual view, allowing for management and users alike to see and understand — and provide feedback on — the changes before they are implemented. This leads to increased user acceptance.
@cdn
4 Jim Sinur February 11, 2010 at 9:40 am
Theo,
I’ve been taking about from stage for the last 5 years, but I have not seen the uptake in our client base. It seems time now, so that’s why I highlight it now. I sure would love to hear more case studies from Gartner clients
Jim
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6 Mark Norton February 11, 2010 at 5:26 pm
• “Simulation can be instrumental in projecting the effect of decisions in and around processes” – implies strongly that the decisions in and around processes are a) distinct and separate artifacts, and b) able to be managed independently of the process. That is, decisions should ‘plug-and-play’ with processes. If his simple premise is accepted, then it is reasonable to ask which comes first – decision or process. It is clearly decisions. Decisions implement policy and can be executed by any/many processes – you can change the process without changing the underlying decision driven value proposition. But if you change the decisions, you change the way a business creates (or loses) value. A decision-oriented process architecture is still rare – process is still mostly seen as the senior concept. I think this will change – see bit.ly/7S9RSx for more on this.
PS I do like your pictures!
7 Jim Sinur February 11, 2010 at 6:12 pm
Mark,
It is reare today, but rules that imply deicions are moving outside of processes. Someday htey will be inside out and process will be come automatic in seeking goals. Multi-goal focused processeswilll become more commonplace going forward.
Jim
8 Marty Grubin February 12, 2010 at 12:20 pm
Jim,
I made a comment on LinkedIn about 2 weeks ago that some BPMS vendors (not all) over simplify the knowledge, data gathering and validation efforts required to generate reliable and accurate performance data from process simulation tools. That comment has generated 80 plus comments and various opinions on the subject. I view that as a healthy sign that people are becoming aware of process simulation and the potential benefits. I urge diligence, preparation and realistic expectations when using these tools – but I absolutely believe they are going to a very valuable management tool in the future. I leave to you Gartner guys to make that prediction
I have used various simulation tools for years (15 yrs) and have seen the tremendous insights that they can provide to the operating performance of very complex processes. It quantifies and opens eyes to things like cost of quality, constraints, impacts of resource availability, etc. However, I still believe that the use of these tools still requires training, experience and knowledge of simulation methods – e.g., discrete vs. Monte Carlo.
By the way, 3D simulation is great idea and could be very useful. Imagine a multi-tiered process simulation with the top and sub tiered processes being visible. See the effects of backed up work queues in a sub process and effects that has on the top tier mega-process. I have seen some 3D tools used in Industrial Engineering projects that offer a little of this capability. For example, a distribution warehouse with forklifts, trucks moving in 3D. Cool but not really the same.
Marty Grubin