ARIS ― An Enterprise Tool Supporting BPM

and Enterprise Change Management

Carol Hoyt, SVP/Sr. Quality & Change Delivery Consultant

June 22, 2010

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Bank of AmericaCompany profile

One of the world’s largest financial institutions

� 59 million consumer and small business relationships

�5,900 retail banking offices,18,000 ATMs

�30 million active online banking users

�Top market share for debit cards, credit cards, home loans and

investment services

� Leading wealth management company

� Global leader in corporate and investment banking and trading

� Industry-leading support to approximately four million small business

owners

� Clients in more than 150 countries

� Primary dealer in 16 countries with top research rankings around the

world

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ARIS business process modeling

The beginning . . . � Initiated in August 2004 as a Design for Six Sigma (DFSS) project

� Sponsored by process improvement areas and control

organizations

� Requirements

�Modeling utility

�Can be applied across diverse user base

�Pre-defined standards

�Key information integration

�Centralized repository and revision management

�Enterprise availability

� Piloted in 2005

� Production environment rolled out mid-2006

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Process modeling environment 2006 (Production)

ARIS Business Designer 7.0

ARIS Basic Training available

Training sessions scheduled

throughout the year

Key information updated

based on source information

changes

Release cycle management

implemented for change

control

Design, release and archive

libraries exported daily to

ARIS Business Publisher

ARIS Business Server

ARIS Business Publisher

Database server

ARIS repository

� Design

� Review

� Release

� Archive ARIS Modelers

– Web browser

ARIS Admins –

Windows client

Key Information

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ARIS business process modeling2006 through 2009

Support

� User support provided centrally by a small number of associates assisted

by ARIS power users distributed throughout the company

� Technical support provided by a small central group

Engagement

� Pull strategy ― Upon request, no enterprise mandate but some business

unit mandates

Utilization

� Business process maps to support various business objectives

� 2007 ― Application architecture modeling

� 2008 ― Sarbanes-Oxley modeling, conversion of existing Visio models to

ARIS

� Increasing utilization across the company

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Challenges recognized in 2009

Growth

� Demand outpacing small user and technical support groups

� Infrastructure right-sizing essential to support increased use

Change in focus to simplification and transparency

� Discipline of business process management

� Importance of standards and governance on data quality

� Increased emphasis on connections between the entities in the models versus the individual models

� Demand for a variety of reports based on the repository data

Emerging requests for advanced functionality

� Process intelligence through collection and analysis of metrics

� Additional model types suitable for technical architecture

� Simulation capabilities for process improvement analysis

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Moving into 2010

Managing growth

� Centralized and expanded ARIS support

� Upgrading the infrastructure

Supporting simplification and transparency

� ARIS support moved to enterprise capabilities support group

� Expanded enterprise standards through evolving business process

management capability

� Value of matrix models for facilitating simplification

� Development of new reports

Providing advanced capabilities

� Licensing additional ARIS components

� Targeting areas for proofs of concept

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Adoption by a business

architecture group

Moving into 2010 ― A practical example

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Current stateA Bank of America line of business case study

Organization overview

� Technology group

� Small number of high value applications (≈300)

� New organization

� Insulated environment

Underlying corporate culture: “do the right thing”/“just do it”

Professional orientation

� Advanced technical orientation/skill set

� Career pull, niche technologies

Implementation of a major application architecture management niche

toolset

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Get There Faster.

Adoption by a business

architecture group

�Organizational maturity, impacts and considerations

• Harmonizing versus competing

• A matter of design (using Lean Six Sigma and DFSS design

concepts)

• Business system architecture, Six Sigma-based practical

engineering

• The visual factory

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Modeling and technology

organizational maturity

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Expanded modeling discipline

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Standardization of group structure― closed loop business system

architecture model

� Control libraries

� Business process hierarchy

� Application library

� Alternate view library

� Organization library

Reporting

� ARIS standard reporting and analysis

� Third party reporting tool

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Adoption by a business

architecture group

• Organizational maturity, impacts and considerations

�Harmonizing versus competing

• A matter of design (using Lean Six Sigma and DFSS design

concepts)

• Business system architecture, Six Sigma-based practical

engineering

• The visual factory

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ARIS

� Core enterprise modeling tool

� Configurable, multi-dimensional tool

� Meets customized requirements

� Supported by central group responsible for tools which enable

enterprise capabilities

� Perception challenges

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Harmonizing versus competing

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Adoption by a business

architecture group

• Organizational maturity, impacts and considerations

• Harmonizing versus competing

• A matter of design (using Lean Six Sigma and DFSS design

concepts)

�Business system architecture, Six Sigma-based practical engineering

• The visual factory

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Engineering as the foundation

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Get There Faster.

Business system architectureKey components

Entry model

� Navigational

� Structural (business process)

Libraries

� Capabilities

� Master objects

Detailed models and flows

� Process as transformation

� Clones (occurrence copies)

� Modeling discipline

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Breaking it downEntry model

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From a Six Sigma Point of view, critical business capabilities are delivered through the business process

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Breaking it down Libraries

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Libraries are defined by the business capabilities.

A library structure:

•Can simplify training

•Enables faster model development

•Enables simple maintenance of meta data (attributes)

•Can enhance reporting and analysis

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Breaking it down Process as transformation

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• Completes the closed loop

• Enables matrix navigation

• Materially increases speed of mapping detailed processes

• Increases relevancy and accuracy of analysis and reporting

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Breaking it down Modeling discipline “tailoring”

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Modeling disciplines added as needed . . .

�Enhanced professionalism, reuse�Systematic tailoring

�Systematic enforced modeling standards

�All major modeling disciplines supported by ARIS

�Gateway to more advanced ARIS functionality

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Adoption by a business

architecture group

• Organizational maturity, impacts and considerations

• Harmonizing versus competing

• A matter of design (using Lean Six Sigma and DFSS design

concepts)

• Business system architecture, Six Sigma based practical

engineering

�The visual factory

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• Graphical Kanbans (a Lean Six Sigma concept used in visual

factories) represent

� Entry model

� Libraries

� Views

� Business system architecture

• Helps break the drawing utility thought process

• Reinforce the business system architecture in both navigation

screens and as a graphical training tie-in

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A matter of design(Using Lean Six Sigma and DFSS design concepts)

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Kanban examples

Note: These are examples only. Actual design should address considerations such as: culture, understanding, and relative ARIS utilization maturity.

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A matter of designYour business system architecture environment

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But before you simplify, Develop with discipline

Use a structured methodology to define your business system architecture. . .

Simplify with structure• Reinforce the intended

experience• Simplify business

system architecture

structure in ARIS• Simplify any training

Business System

Architecture Entry Screen

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A few closing thoughts

�In a perfect world

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In a perfect world

• Have strategic sponsorship

• Have a strategic plan (multi-generation)

• Avoid the modeling utility label

• Leverage tenured knowledge

• Understand organizational and cultural alignment/maturity factors in

design and multi-generational planning

• Implement with a purpose

• Implement using some kind of discipline

• Develop internal reporting and macro scripting abilities

• Engineer the tools into business as usual, value added activities

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Get There Faster.

ARIS – An enterprise tool supporting BPM and

enterprise change management

Questions?

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Thank you!

Carol Hoyt, SVP/Sr. Quality & Change Delivery Consultant

June 22, 2010