Business Process Automation Open House - · PDF fileBusiness Process Automation ... •...

Avondseminarie

Business Process Automation

Genereer korte-termijnvoordelen en flexibiliteit door toepassing van BPMS-technologie

Maandag 14 december 2009

Jan Stinissen, Managing Partner Tony Pans, Senior Business ConsultantJustin Howard, MD EMEA, AppianBart De Wulf, Business Consultant

Agenda

Welkom

Business Process Automation: wat en waarom

Gevalstudie en demo

Business Process Automation: hoe

Conclusies

Vraag & antwoord

Een natje en een droogje, Demo-stand

2 Ideas@Work 2009

QFOR Label (since 2004)

� Vision: We assist organizations to reach their objectives through

Business Process Management and Business Process Automation

� Facts & Figures� Founded 2000

� Staff 25

� Customers +70

� Privately-held, financially strong

Ideas@Work – the company

Renowned Clients

� Values

� Professionalism, Openness, Initiative, Enthusiasm

� Offerings

� Business Process Management (BPM) Consulting, Coaching, Training & Project Mgt

� Business Process Automation (BPA)

Strong Partnerships

3 Ideas@Work 2009

XEPOSXEPOSXEPOSXEPOSXEPOSXEPOSXEPOSXEPOS

Agenda

Welkom


Gevalstudie en demo


Conclusies

Vraag & antwoord

Een natje en een droogje, Demo boot

5 Ideas@Work 2009

Lessons learned from Business Process

Management projects

• A lot of effort is invested in process optimization but the resulting changes are not always successfully implemented…

• Some Reasons:– “People”: process changes and process thinking is difficult to implement due to

resistance• Willingness to change: we are use to work like this, why change …• Willingness to change: we are use to work like this, why change …• Capability: people need training and coaching …

– “Technology” : • It takes too long to implement improvements to core applications, being a blocking issue to

improve processes within acceptable timeframes and budget …• Core applications lack workflow & dashboard functionality:

– Workflow is often supported by follow up xls sheets, mails …– Data are not available for measuring performance metrics (eg process leadtime, …)

Business Process Automation tools (BPA) can help companies to makeBPM initiatives more successful

6 Ideas@Work 2009

Business stakeholders have different needs and

expectations

• Effectively design & automate the process, resulting in improved process management.

• Enable flexible adaptation to change (agility)• Improvements can be implemented

Process Manager

Business Manager

Get end-to-end business visibility & control, enabling smart and profitable business decisions:• Executive dashboard (KPI’s & real-time alerts)• Daily Process monitoring

• Improvements can be implemented quickly in the supporting technology• Processes are enforced through the technology

• Process Metrics (KPI’s) for continuous improvement

• Daily Process monitoring• Balance the workload based on feedback• Is the business process executed as decided?

ProcessParticipants

Improve operational support, productivity & quality:• Have all relevant information available (documents, information) when needed – one place • Clear view on the work to be completed and the priorities• Support in completing the process• How am i doing?

7 Ideas@Work 2009

Technology to support the Process Manager

• Effectively design & automate the process, resulting in improved process management.

• Enable flexible adaptation to change (agility)• Improvements can be implemented

Process Manager

• Process Modelling Tool• Proces mapping• Process documentation• Simulation

• Workflow tool• Process automation

through configuration• Business Rules engine

• Workflow independent definition of policies and • Improvements can be implemented

quickly in the supporting technology• Processes are enforced through the technology

• Process Metrics (KPI’s) for continuous improvement

8 Ideas@Work 2009

definition of policies and business rules

• Reporting tool• Document management

• Archive documents• Embed in processes

Process Manager

Technology to support the Business Manager

Business Manager

Get end-to-end business visibility & control, enabling smart and profitable business decisions:• Executive dashboard (KPI’s & real-time alerts)• Daily Process monitoring

•Portal

•Publish process tasks, listings, reports & documents

• User rights

•Workflow management

•Task list

•Escalated tasks

•Reporting & BAM

•Performance metrics • Daily Process monitoring• Balance the workload based on feedback• Is the business process executed as decided?

9 Ideas@Work 2009

•Performance metrics

•Workload balancing(capacity management)

Business Manager

Technology to support the Process Participants

•Portal


•User rights


•Task lists

•Notifications

•Escalations ProcessParticipants

Improve operational support, productivity & quality:• Have all relevant information available (documents, information) when needed – one place • Clear view on the work to be completed and the priorities• Support in completing the process• How am i doing?

10 Ideas@Work 2009

•Escalations

• Reporting

•Personal analytics

Process Participant

Business needs a variety of technologies

• Process Modelling Tool• Proces mapping• Process documentation• Simulation

• Workflow tool• Process automation

through configuration• Business Rules engine

• Workflow independent definition of policies and

•Portal


• User rights


•Task list

•Escalated tasks

•Reporting & BAM


•Portal


•User rights


•Task lists

•Notifications

•Escalations

• Reportingdefinition of policies and business rules

• Reporting tool• Document management

• Archive documents• Embed in processes

Process Manager


•Workload balancing(capacitymanagement)

Business Manager

• Reporting

•Personal analytics

Process Participant

BPM Suites include different technologies in 1 integr ated solution.

11 Ideas@Work 2009

BPM Suites contain all BPA components needed to

respond to the business user needs

Business Rules engine

Document

Manage-ment

Dash-boards & BAM

Portal & User

Interface

BPMSWorkflow

Rules engine

User Interface

Integration

12 Ideas@Work 2009

BPM Suite

BPM Suites are a new generation of BPA

tools

Doc. Mgt.

Portal

WorkflowBusiness

Rules

BAM &

Reporting

• Generic BPA tool which can be integrated as BPA solution into multiple applications

• Process complexity and flexibility needs from business decoupled from underlyingapplications that require stability and maintainability

ERP

ApplicationLegacy

13 Ideas@Work 2009

BPM Suites are generic and integrated BPA solutions lo osely coupled withapplications and legacy systems

CRM

Applications

Other

Applications(HR, planning & logistics, …)

BPM Suites are characterised by:

� Model-based development� The possibilities of a self service model (business – IT)� Seamless integration of all BPMS technologies� Configuration instead of programming� Speed of development and production� Speed of development and production

14 Ideas@Work 2009

Leading BPMS solutions

Magic Quadrant for Business Process

Management Suites18 February 2009

15 Ideas@Work 2009

Agenda

Welkom


Gevalstudie en demo

• Customer Case presented by Justin Howard, MD EMEA, APPIAN

• Customer Case presented by Justin Howard, MD EMEA, APPIAN


Conclusies

Vraag & antwoord


16 Ideas@Work 2009

Agenda

Welkom


Gevalstudie en demo


Conclusies

Vraag & antwoord


17 Ideas@Work 2009

Where do we apply BPA:

deployment scenarios

• Strategic solution– company-wide roll-out of BPA

based on vision & strategy (and a sound business case)

• Tactical solution• Tactical solution– implement quick wins and get benefits rapidly– gather and test specifications

• AS-IS measurement – create a reliable baseline to define improvements– support simulation of to-be scenarios

18 Ideas@Work 2009

A unique combination of DELIVERY APPROACH and TECHNOLOGY

How we do it:

Think Big, Start Small, Scale Fast

> VISION & BUSINESS CASE Think Big

> EARLY PROTOTYPING

> FAST DEPLOYMENT & SHORT INNOVATION CYCLES

19 Ideas@Work 2009

Start Small

Scale Fast

We assist you from concept to finish

BPA Concept Factory

Selection of your BPA Solution

Automation of your processesFactory

Business & IT Vision

BPA Solution

BPM Suite

of your processes

Process-by-process

20 Ideas@Work 2009

Concept FactoryDecide on BPA based on BPA Vision, Business Case & POC

Proof of Concept

Business Architecture

IT Architecture

21 Ideas@Work 2009

Business Case

Vision Workshop

Package SelectionSelect the most suitable BPM Suite using a structured approach

Define scope & require-ments

Create shortlist

Score the shortlisted solutions

Scenario-based demo

Selection based on scoring

Ideas@Work has a thorough understanding of the leading BPMSSolutions, by investing time on analysing the BPMS solutionsenriched by comprehensive experience with BPMS projects.

22 Ideas@Work 2009

• Process Analyst• Key Users

• Process Analyst• Key Users• BPMS expert


• Process Analyst• Users• BPMS expert

• Management• Process Analyst• Key Users

The BPA methodologyAutomate your processes with a BPM Suite: Fast & Use Case-based

Functional Design

(Use Case)

BPMS Configuration

& Testing

User Acceptance

Testing(Use Case)

Deployment

23 Ideas@Work 2009


• Process Designer• IT Engineer (SOA/EAI)• IT Engineer (

• Process Analyst• Key users

• Business consultant• Installation consultant• Users

Project Management

Change Management

1 to 3 months

BPM lifecycleBPA enables short process improvement cycles

Vision & Strategy

Improve & Design

1 to 3 months

24 Ideas@Work 2009

Develop &Implement

Execute & Control

Model-driven approachCollaboration Business & IT is crucial for success

Model-driven design & development , based on

• Common language: BPMN&&• Common design & development platform: BPM Suite

25 Ideas@Work 2009

Model-driven approachDesign & development objectives

Workflow Model

Business Process Model

Business Processes:• Flexibility & Speed• Productivity• Governance• Visibility / Metrics• Process Control Predefined

processes and process patterns

Workflow Model(BPMN)

IT Integration

IT Services: • Flexibility & speed• Cost (IT spent)• Quality• Availability• Maximum Reuse• Governance

Pre-tested, operational IT services

26 Ideas@Work 2009

Configuration & DevelopmentSeparation of Business configuration & IT development

Business Process Model

Business Retains Control of• Order of Tasks• Assignment of Responsibility• Groups, Roles, Skills• Deadlines• Alerts, Reminders, Escalations• Addition of Manual Tasks• User Interface

Workflow Model(BPMN)

IT Integration

27 Ideas@Work 2009

IT Retains Control of• Computational Logic• Data Representations• Scalability / Performance• Interoperability• Master Data Management

The organisational impact of BPABusiness and IT Collaboration?

ApplicationsBusiness / Process Analysts� Capture Process Documentation and

Requirements

End-Users� Use resulting Applications created by

Business and IT� Collaborate to execute daily work� Provide feedback to Business

Analysts for Application improvements

ITServices IT Developers

� Create libraries of re-usable IT Services� Abstract data sources into consumable

data types� Manage Servers and Change Mgmt

Applications

HR App

Finance App

More Apps

Requirements� Orchestrate Services and People into

logical BPM Application� Communicate requirements for new

services to IT� Track process performance and identify

areas for improvement

28 Ideas@Work 2009

BPM + SOA + BPAUltimate goal: organisation dedicated to process excellence

IT Architecture

SOA GovernanceProcess

Governance

Model-based

collaboration

Business Experts

29 Ideas@Work 2009

IT Architecture

IT Engineers (IT services)

Design Processes

Manage Business RulesUI Designer

Business Experts

IntegrationArchitects

The steps that are typically taken

Step 1

Concept Factory �� Go/No Go for BPA

Step 2

Iterative BPA deployment: process by process

Step 0“NEED”

Business Process Improvement program

Awareness: BPA is a CSF to make BPI projects successful

Concept Factory Processes for iterative implementation

Case 1

Case 2

Concept Factory

Internal Complaints

Onboarding

Processes for iterative implementation

- Sales process- Client complaints- Service Requests- Employee onboarding- Absenteeism- Planning

*Backoffice processes: - client onboarding- follow-up contracts- portfolio mgt- win-back & stopping of contracts

- Invoice & C/N validation & creation

* Sales processes* Service processes* Process management* Support processes (requests, like holidays)

30 Ideas@Work 2009

Agenda

Welkom


Gevalstudie en demo


Conclusies

Vraag & antwoord


31 Ideas@Work 2009

BPA helps to meet the business objectives

Increase efficiency and decrease operational costs

by automating workflows, rules & tasks and eliminating paper & xls sheets

Enable change

by supporitng process training & coaching actors in process changes via

automated workflow

Business Value

Ensure process compliancy

by “enforcing” process actors to respect the process in a user-friendly environment

Improve process management

by providing data, reports and dashboards

Value

BPA tools are supporting the process actors realisi ng their business objectives.

32 Ideas@Work 2009

BPA generates IT-benefits

Generic BPA solution

applicable in several business domains / IT applications (ERP, CRM, HR, …)

Ease and rapidness to buildand adapt workflows

without indepth IT skills

IT Value

Complementary to existing applications

(workflow management tool can becombined with your existing applications)

Easy to integrate

with existing applications

IT Value

BPMS tools can be complementary to your existing applic ations providingworkflow, document management, reporting & portal fu nctionality.

33 Ideas@Work 2009

Agenda

Welkom


Gevalstudie en demo


Conclusies

Vraag & antwoord


34 Ideas@Work 2009

Q & A

35 Ideas@Work 2009

Agenda

Welkom


Gevalstudie en demo


Conclusies

Vraag & antwoord

Een natje en een droogje, Demo-stand

36 Ideas@Work 2009

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37 Ideas@Work 2009

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