Enterprise DDD - Designing Business Processes and Customer Journeys

This talk is for you if: 1) you already use Domain-Driven Design to ease collaboration between developers and subject matter experts, and 2) you need to convince a greater audience across the enterprise of DDD's value proposition. Together we'll go through two "killer use cases" that can help increase adoption. We will first look at business process re-engineering and workflow migration to the Cloud, then dive into customer journey design and how to improve UX and user paths across systems and APIs. We will use Event Storming and introduce some extra notations to turn DDD concepts into dynamic workflows.

Transcript

1. ENTERPRISE DDD! Designing Business Processes and Customer Journeys francois.royer@guanxilabs.com
2. About me • Academic background (biology) • 12 years in the Space industry • Startup founder & CEO • 3 years at PwC as Director of Data & Analytics • Founder Guanxi Labs • Mentor in “value chain startups” Txime, Basequant, Toomata...
3. What we’ll talk about The Value Chain Wardley Maps Business Processes Process Mining Customer Journeys Job to be done
4. Now is a good time for “Enterprise” DDD
5. >25M€ (and up to 1 billion €) You are part of the German 10 000 “Mittelstand” ranking!
6. Part 1 - Looking inward... DDD within the Enterprise
7. Let’s frame the problem
8. “Us” vs “them" Credits: qz.com
9. Strategy & management consulting is serious business - and tech is now a business partner. The “MBB” The “Big 4”
10. DDD is about sharing a common language between business and tech.
11. Like corporate jiu jitsu.
12. But first we should agree on some definitions.
13. What is a Value Chain?
14. The Value Chain for MBAs (Porter 1985) Credits: B2U
15. The Value Chain for geeks/nerds/hackers (Wardley, 2016)
17. Let’s peek into the strategy consultant’s toolbox
18. Credits: B2U
19. Consultant tools follow the MECE principle Mutually Exclusive Collectively Exhaustive
20. Credits: B2U This is the BCG matrix (Henderson 1970)
21. This is the BCG matrix (Henderson 1970) Credits: B2U
22. Or you can use Wardley maps instead. Credits: S. Wardley
23. Wardley Maps offer a sound way to think about linking, ranking and moving. Credits: S. Wardley
24. Proposition #0 Business and tech people are not that different (we just like to start counting from zero)
25. How can DDD help in creating more alignment?
26. Proposition #1 “Every activity in the Enterprise Value Chain defines a Domain”
27. “Every activity in the Value Chain is a Domain” Credits: B2U
28. Activities are linked together through flows of goods, cash and information Two-way linkage One-way (fire and forget) upstream/downstream Credits: B2U
29. Proposition #2 “A company will only function as well as the linkages between its core and supporting domains”
30. An example: Procure-to-Pay + Order-to-Cash Credits: kofax.com
31. So… this is all about the Process?
32. Yes, and this is heavily taught in business school
33. Because it worked in the past “PERT” was developed by the United States Department of Defense for complex military projects It stands for “Program Evaluation and Review Technique”
34. PERT is basically a state machine (a PN actually) with edges bearing time costs.
35. “You are on the critical path” Your N+1 manager
37. “Modern” processes have their own notation: BPMN! • The living (?) memory of the Enterprise • Focused on Activities and Documents • BPMN is a NOTATION • Many engines to instantiate and execute a BP • Extremely popular with integrators of complex, highly configurable systems • If the spec is executable = win for highly regulated industries (e.g. banks)
38. BPMN offers many DDD-friendly concepts, like swim lanes, actors, subdomains...
39. BPMN has events, tasks, branching Events Tasks Forks & joins
40. There is a dense ecosystem of BPM engines to execute your BPMN diagrams Open source Proprietary
41. Say you’re the CIO. Where would you like your BPM and your DDD? Credits: B2U
42. Proposition #3 “BPM should be the default for non-core business activities”
43. The reality: BPM is also in the core domain • In practice BPM tends to “invade” core domains quite easily • Vendors have built strong strategies to land and expand • DDD to the rescue!
44. How can we extract domain knowledge from BPMN in a structured manner?
45. Credits: Alberto Brandolini Quick reminder of the Event Model
46. BPMN vs Event-based Model Focused on Tasks and Documents Pathways are explicit (Loops, branches) Data is implicit Committee-oriented (work sessions) The output is the artefact Can be executed as is (many vendors) Formal underlying representation possible Focused on flow of Events and naming Good at happy paths Data is explicit Workshop friendly No artefacts apart from doc (scribe needed) Dev team needed No formal target or intermediary
47. We need an intermediary representation, not a mapping.
48. Petri Nets as a formal bridge between BPMN and DDD Ideal intermediate representation Not fit for direct manipulation Simpler representation than BPMN for implementation Maps very well to function signatures and CQRS/ES
49. Formal methods FTW!
52. The idea is turning into reality - check it out!
53. Now the hard question: Are processes in prod the same as in the design documents?
54. Proposition #4 “The event log is the true representation of a process” BPMN is a design document
55. Process intelligence & mining is another solid source of data and information ...
56. Part 2 - Customer Experience as the New Enterprise Battlefield
57. Where’s the customer in Porter’s Value Chain? Credits: B2U
58. Proposition #5 “Digital Leaders build an Ubiquitous Language focused on the Customer Experience”
59. You might have seen Customer Journeys like this Credits: hiker consulting
61. Proposition #6 “The Customer has her own activity domain and her own Value Chain”
62. Credits: jtbd.info
63. Proposition #7 “There is a difference between what is observed and what is designed”
64. Thank you #KDD!