Albel Pres Bpm Overview

BPM – Value Proposition – an Overview

By Ali BELCAID – Managing Consultant

Implementing BPM Systems

BPM CC – The Competency Center

Business Process Management

Business Process ManagementDriving Effectiveness and Efficiency

Business Optimization

Business Process

ManagementEfficiency

BPM Project Implementation

BPM CC

BPM Capabilities and Training

BPM Vendors Solutions Providing

Business Intelligence Effectiveness

BI Project Implementation

BI CC

BI Capabilities and training

BI Vendors Solutions Providing

Toward Business Process Intelligence

Our today focus

Business Process ManagementOverview

When Starting up a BPM project you should take in account 3 fundamental points:

Skilled BPM consultants to collaborate with customers.

BPM Methodology to deliver successful project on budget and time.

Mature technologies to implement BPM systems.

Process Vision & Strategy

BPM Lifecycle

Process Design

Process Implementation

Process Controlling &

Monitoring

In today’s fretful world, leading companies recognize that maintaining competitiveness in the marketplace requires effective management and control of key business processes

BPM capabilities span from process design up to process controlling and monitoring.

Business Process ManagementRole does BPM play

BPM is a key part of Consulting Strategy – it is a key capability to deliver to clients

BPM is viewed as the optimization and management of business processes to deliver value for a company and provide the capability to compete.

BPM is viewed as one component in the broad set of tools and methods we bring to meet our goal of creating value for our clients

What role does BPM play in the overall business consulting strategy?

BPM serves many purposes Business Process Improvement Compliance Risk Management Knowledge Management Process Cost Analysis/Simulation Enterprise Architecture Document/Workflow

Management Process Documentation …

BPM serves many purposes Business Process Improvement

Compliance Risk Management

Knowledge Management

Process Cost Analysis/Simulation

Enterprise Architecture

Document/Workflow Management

Process Documentation

…

Business Process ManagementProblems we solve with BPM

BPM aims to solve several key categories of problems

P r o c e s s E ffi c ie n c y a n d S e r v ic e

E ff e c t iv e n e s s

O r g a n iz a t io n a l A g i l i t y

S p e e d t o M a r k e t

C u s to m e r R e la t io n s h ip

BPM aims to solve several key categories of problems

Process Efficiency and Service Effectiveness

Organizational Agility Speed to Market Customer Relationship

Process Efficiency and Service Effectiveness

It focuses on developing a competitive advantage by balancing costs and service in order to refine and manage the execution of business process to eliminate non-value added activities, compress cycle time, and minimize cost.

Organizational Agility

It is based on the premise that any defined business process will change on an ongoing basis. A key to long-term success is equipping the organization with the tools, methods and capabilities to monitor, manage, and rapidly change these process as changes occur in the competitive landscape

Speed to Market

It aims to decrease the cycle time for clients to bring new products to market, improving a companies ability to respond to market changes and compete effectively

Customer Relationship solutions

allow clients to flexibly respond to multiple methods and channels of customer interaction, holistically managing all aspects of customer interactions.

Business Process ManagementBPM Value Proposition

BPM professionals must singly focus on the business issues and associated value creation

BPM professionals must be positioned to bring all of the needed disciplines to a client to effectively define, implement, and provide sustainable solutions Technology expertise – deep technology skills to effectively leverage all required

technologies Operations skills – methods, tools, and skills needed to rapidly and effectively

define and design optimum future state business models to meet a client’s goals. Human Capital – methods, tools, and skills to break down functional silos, align

staff to business processes, and provide capability training to optimize the ongoing use of the solutions.

BPM Professionals should bring a proven methodology and best practices to effectively implement clients solutions

BPM professionals must bring practical phased approach for implementing BPM.

BPM professionals must focus on real, sustainable results. They have to have end-to-end approach (1. Advise ► 2. Implement ► 3. Deliver)

1 - For BPM Consultants

Business Process ManagementBPM Value Proposition

CIOLock in customers with better product and service links; reach new markets by assembling new applications, such as private label services for your channel

COOBuild role-based portals that put information in the hands of employees; improve time-to-market by linking partners into development processes; outsource non-core business services.

CFOCut transaction costs with automated direct procurement; reduce customer service spend with self-service; replace admin staff with self-service interfaces.

CIOTransform IT functions into technology services; protect against security leaks by governing access to the registry of SOAP interfaces and flow of SOAP messages.

BPM

CIO (Strategy)

COO (Productivity)

CFO (Replacement)

CIO (Control)

CMO (Influence)

Partners

2 - For Customers

CMOPut the corporate brand on SOAP interfaces; anticipate what customers will need and deliver it; couple the interface experience to the browser experience.

PartnersIncreased harmonization with customers, buyers and partners

Business Process ManagementApproach to manage BPM projects

BPM is all about business improvement. I don’t believe that one size fit all. But, I believe that each client situation should be assessed independently to determine which combination of phases and activities is needed to best solve the business issues at hand.

Assess Capture Define

Design

DeployMonitor

Business Requirement, scope and plan

Capture the “as-is” situation

Define the “to-be” situation

Continual improvement will lead to the BPM Excellence

BPM is all about improvement. It is, before everything, a way of thinking the business improvement continuously

Have we developed the process in a way which truly addresses customer needs? Value can be created only by addressing the underlying goals and problems of the customer Processes should be designed to optimize the entire value chain, regardless of organizational boundaries Customers should have one contact point

Does the design simplify the process? In what ways? Are there even simpler approaches? Work should be performed where it makes the most sense Develop an alternate path for complex cases rather than one path that fits all Different processes require different coordination mechanisms (e.g., the external market, an internal market,

partnerships, basic management)

Does the design minimize hand-offs between individuals and across cross-functional boundaries? Optimize coordination; As few people as possible should be involved in the performance of a process Specialization improves efficiency but creates handoffs and handoffs create work Break down barriers between team members

Have we driven critical information into data masters? Data should be entered only once, preferably by people who understand and care about the data Technology should be used to enable new possibilities, not automate existing tasks

Have we developed a global design? Have we maximized standardization to the extent possible? Consistent processes enable an organization to grow effectively It is less confusing to stakeholders and less costly in the long run Capitalize on global opportunities

Do we have the right people in the right places at the right time doing the right thing at the right cost? Work is best organized around outcomes, not tasks People respond positively to having more responsibility for productive meaningful outcomes People involved in a process should have ownership for the entire process, or at least a meaningful component

Encourage Standardization

Focus on the Customer

Design in Simplicity

Enter Data at the Source and Automate

Manage People Effectively

Reduce Hand-Offs


Key underlying Principles


Modus Operandi

Process Envisioning

Orchestration & Integration

Meta Data Execution at

Runtime

Human Interface &

Control

Measurement

Optimization 1

2

34

5

6

BPM starts with envisioning new process to be implemented or selection of existing core processes in the enterprise

1

Process orchestration and integration to existing business functionality (applications) takes place

2

The models generate metadata executed at runtime that combines Web services and application functionality into the process

3

The process exits to human interfaces and controls where modeled as such

4

During execution, the process is monitored and data is gathered to evaluate both process flow efficacy and process execution efficiency.

5

As part of analyzing the process, simulation of the process options are executed until the appropriate process optimization is identified, enabling iterative modeling and execution of the process

6

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BPM CC – The Competency CentreOverview

Several experiences indicate that developing a competency centre dedicated to achieving BPM excellence is an effective means to achieving BPM’s full business potential.

• A BPM CC brings together architectural, development and operational roles into one group.

• The BPM CC is a centralized location for architecture, design, skills, reusable assets, and management tools in support of BPM initiatives within an organization.

• A BPM CC develops, in partnership with other architectural and design groups within an organization, the BPM architectural principles, guidelines and best practices to be used in undertaking BPM initiatives.

• The BPM CC can be a “training ground” for new capabilities within the organization.

• A BPM CC brings together architectural, development and operational roles into one group.

• The BPM CC is a centralized location for architecture, design, skills, reusable assets, and management tools in support of BPM initiatives within an organization.

• A BPM CC develops, in partnership with other architectural and design groups within an organization, the BPM architectural principles, guidelines and best practices to be used in undertaking BPM initiatives.

• The BPM CC can be a “training ground” for new capabilities within the organization.

BPM CC

Reasons for BPM CC

Reasons for BPM CC

• BPM activities inherently span and impact multiple parts of an organization

• BPM Projects need to be closely coordinated to preserve the architecture, design and process models

• BPM skills are specialized, costly and time-consuming to develop; sharing these skills across initiatives is more cost- and time-effective.

• Providing a centralized repository of reusable designs and components of BPM leads to standard, more stable and faster implementations.

• BPM activities inherently span and impact multiple parts of an organization

• BPM Projects need to be closely coordinated to preserve the architecture, design and process models

• BPM skills are specialized, costly and time-consuming to develop; sharing these skills across initiatives is more cost- and time-effective.

• Providing a centralized repository of reusable designs and components of BPM leads to standard, more stable and faster implementations.

BPM Competency

Centre

People Management

Process Management

Operations and

Environment Management

BPM Solutions and Best practices

repository

BPM Delivery Services

Evaluate design options and

select “best fit”

Create detailed design for

selected option

Develop plan for transition &

implementation

Define sustaining

mechanisms & metrics

Modeling & Design Implementation

Define high-level

conceptual design options

Define guiding principles for

design

Define strategic objectives for

creation of BPM CC

Define BPM CC mandate

Input

Understand current state –

“As Is” delivery of BPM services

Develop governance

framework and interaction model

BPM Competency Centre

BPM CC – The Competency CentreDesign Methodology

Awareness

Adoption

Funding

Training

Time To Build

Challenge Mitigation

Parts of organization are unaware of the BPM CC and do their own thing

Business units are unaware of the benefits and value

Strong communication plan that is meshed into overall corporate communications

build awareness with business managers

Business units refuse to adopt standards put forth by BPM CC

Business units do not engage the BPM CC in data architecture work

Addition of a step in the budget approval process to confirm need for data architecture

Introduction of corporate incentives to projects adopting BPM CC

Reluctance to pay for the “common good” Resistance to BPM CC start-up costs

Build a fixed cost allocation for the BPM CC Project specific costs based on usage of BPM

CC

Resource skill sets must be continually updated to keep pace with changing technology

Build and sustain capability across the organization

Partner with data architecture vendors to provide a training curriculum

Build customized internal curriculums to train resources at various levels

Perception that the BPM CC takes too long to get off the ground

Leverage accelerators to speed up BPM CC build Pilot project quickly to show tangible benefits

BPM CC – The Competency CentreChallenges & Mitigations

[email protected]




CRM, ERP, KM, ECM systems

DatabasesMainframe Systems

Middleware Platform

Traditional Process Enablers

Data Management Middleware

Communication Middleware

Event Management

Technical Adaptors

Data Transformation

Data Navigation

Application Adaptors

Other Legacy Systems

Transaction Management

Web Services B2B Connectors ESB Work Flow Tools

Process Design Tools

Work Flow enablers

Portal ViewsPredictive Analysis & Reporting

BPM Layer

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Implementing BPM systemsArchitecture

BPM is not a new technology but a convergence / evolution of existing technologies

Separation of design, implementation and management of processes into an independent process layer is achieved using BPM tools and approach.

Any business process can not be captured in a single application or a system. Various forms of middleware is used to integrate applications and data to serve an end-to-end business process.

Human interactions and inputs are integrated with the automated portions of processes via work flow tools Customization to specific industry needs is achieved by using industry specific best practices

Implementing BPM systemsTIBCO Suite : BPM+

TIBCO BPM+ enables end-to-end process management through the convergence of TIBCO's iProcess suite with its SOA, Web 2.0, Complex Event Processing, and Master Data Management technologies.

CRM, ERP, KM, ECM systems

DatabasesMainframe Systems

Middleware Platform

Traditional Process Enablers

Data Management Middleware

Communication Middleware

Event Management

Technical Adaptors

Data Transformation

Data Navigation

Application Adaptors

Other Legacy Systems

Transaction Management

Web Services B2B Connectors ESB Work Flow Tools

Process Design Tools

Work Flow enablers

Portal ViewsPredictive Analysis & Reporting

BPM Layer

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Act

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Mas

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/ M

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Why TIBCO ? More than 20 years of EA Experience including BPM More Than 1000 deployed customers More than 3 000 000 users around the word Complete solution from Design to Execution up to Monitoring

Recognized leading BPM

Player

Tibco Business Studio

Tibco iProcess

Tibco Business Event

Tibco iProcess Analytics

Tibco CIM

Tibco iProcess Decision Suite

Tibco Active Matrix Suite :Business Work, Service Bus, Policy Manager, Service Performance, Registry, Service Grid, Adapters, …

There are too many BPM suites in the arena. One of the more mature is TIBCO. It is given as an indication not for selling purpose.

http://www.tibco.com/default.jsp

http://intelligenteenterprise.blogspot.com/http://www.linkedin.com/in/albelhttp://www.slideshare.net/alibelcaid

Albel Pres Bpm Overview

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