Delivering on the Promise BPM

8/12/2019 Delivering on the Promise BPM

1/29

advising on IT-business alignment

mwdmacehiterward-dutton

Beyond model- driven development:Delivering on the

promise of BPM

Neil Ward-DuttonResearch Director

[email protected]


2/29

MWD 2009

The imperative for improvement: large- scale business environment change

GlobalisationCustomers, partners, suppliers

and competitionConnectedness

is driving sophisticated value chains

TransparencyIndustry regulations, consumer pressure andcompetition driving openness

Smart, connected marketsEcosystem participants

particularly customers

see the online

world as the natural place to look for information, services2


3/29

3

IT and business priorities today: flexibility, innovation, value, differentiation

Business

Increasing desire for some

business activities to changedirection rapidly

Desire for more flexible business

models and footprints

The freedom to innovate and

involve others in innovation

Cost-effective delivery of value

IT

Extending focus of enterprise

automation requirements

From business support functionsto product and servicedifferentiation

From execution

to supporting

management and strategy

Alignment of sourcing and spend

with business priorities

Leveraging industry and

technology maturity forportfolio-based approaches

Multi-channel Service Delivery

Single View of the Customer

Corporate Social Responsibility

Risk &

Compliance

Demand-driven Value Networks -

Value-based Outsourcing

Green Business

M & A

MWD 2009


4/29

BPM: management philosophy, method,

technology

4

BPMA disciplined approach toimplementing a process-

oriented managementperspective within anorganisation, which optimisesthe efficiency and effectiveness

of key business processesthroughout their lifecyclethrough automation.

Management

philosophy

Method

Technology

MWD 2009

This value proposition isnt just about model-driven software development!


5/29

BPM can deliver three levels of businessvalue and opportunity

+BPM initiatives can

create a collaborativeenvironment forbusiness and IT staffto work together at

multiple levels

Providing a platformfor future success

MWD 20095


6/29

Model-driven process management

delivers most value for true BPM

Explore,measure

Define

Execute,monitor

Businessanalysts

Developers

Operations

Explore,measure

Define

Execute,monitor

Explore,measure

Define

Execute,monitor

Process-focused toolsetsModel-driven process

management toolsTraditional softwaredevelopment tools

End-to-end,consistentlifecyclevisibility

Sharedinsightsacrossstakeholdergroups

Assuredprocess,businessflexibility

Black-box skills, visibilitysilos Fast waterfall

6 MWD 2009


7/29

But a model-driven foundation is just the

start

and you need to drive scale, too

7 MWD 2009

Few BPM

technology vendors really address these enablers

ADHOC,PROJECT-

BY-PROJECT

SYSTEM

IC,

ENTERPRISE

-

W

IDE


8/29

From project to enterprise system [1]: Scaling communication and collaboration

8 MWD 2009


9/29

From project to enterprise system [2]:

Scaling asset & change management

9 MWD 2009


10/29

From project to enterprise system [3]:

Scaling governance

10 MWD 2009


11/29

Beyond Model Driven ArchitectureMay 20, 2009

Brandon Baxter, Senior Product Marketing Manager


12/29Confidential

Driving Scale with Model Driven Architecture

Communication & Collaboration

Get people involved

Asset & Change Management

Keep control of your assets

Governance See the entire lifecycle end-to-end


13/29Confidential

Business Analyst

Modeling Simulation

Developer

Workflow DataManagement

SystemIntegration

Business

Rules

Event

Monitoring

Developer

Metrics Analytics

Report Writer

Human Interfaces

Developer

Traditional Get People Involved


14/29Confidential

Business Analyst

Modeling Simulation

Developer


SystemIntegration

Business

Rules

Event

Monitoring

Developer

Metrics Analytics

Report Writer

Human Interfaces

Developer

Visio-

like

B u c k e t B r i g a d e

??

I n s y n ch ?

??



15/29Confidential

W h a t g e t s d e p lo y e d

Business Analyst

Modeling Simulation

Developer


SystemIntegration

Business

Rules

Event

Monitoring

Developer

Metrics Analytics

Report Writer

Human Interfaces

Developer

Version 1

Visio-

like


??

I n s y n ch ?

??



16/29

Confidential

W h a t g e t s d e p lo y e d

Business Analyst

Modeling Simulation

M an a g i n g CODE in s t e a d o f PROCESS

Developer


SystemIntegration

Business

Rules

Event

Monitoring

Developer

Metrics Analytics

Report Writer

Human Interfaces

Developer

Version 1

Version 2

Visio-

like


??

I n s y n ch ?

??



17/29

Confidential

Teamworks Get People Involved


18/29

Confidential


Playbacks


19/29

Confidential



20/29

Confidential

Traditional Keep Control of Your Assets

If I add an input attribute to this

routing rule, what other projects

am I going to affect?

Where did we store that

routing rule?

Source Code Management System


21/29

Confidential

Teamworks Keep Control of Your Assets


22/29

Confidential



23/29

Confidential



24/29

Confidential

Traditional See the Entire Lifecycle End-to-End

How can I quickly view what

versions of my process arerunning and where?

How can I understand what

processes are running in a

specific environment?


25/29

Confidential

Teamworks See the Entire Lifecycle End-to-End


26/29

Confidential

Driving Scale with Model Driven Architecture

Communication & Collaboration

Get people involved

Asset & Change Management

Keep control of your assets

Governance See the entire lifecycle end-to-end


27/29

So what s next ?


28/29

Confidential

One CIO's Perspective on Where BPM Fits

Erik Keller, CIO

SIRVA

Business challenges - what specific business

and technical issues generated SIRVA's interest

in BPM

SIRVA's application how SIRVA leverages

BPM in key interactions with the transferee

Phased approach - how to minimize risk by

scheduling defined functional and geographic

releases

Business benefits - how SIRVA is measuring the

value of their process improvements


29/29

Questions

www.lombardi.com
http://www.lombardi.com/http://www.lombardi.com/

Delivering on the Promise BPM

Documents

Transcript of Delivering on the Promise BPM