Dr. Setrag Khoshafian, - pega.com Peer to Peer... · Huge Disruptive Digital Business Potential …...

Dr. Setrag Khoshafian,C h i e f E v a n g e l i s t a n d V P o f B P M T e c h n o l o g y, P e g a s ys t e m s

Apr i l 11 , 2014

© 2014 Pegasystems Inc. 2

Overview of Session Introductions iBPM’s Impact to Your COE PegaWorld 2014 COE Panel Discussion COE Benchmarking Exercise Next Steps


Introductions

Chief Evangelist and VP of BPM Technology, Pegasystems

Senior Director of BPM Adoption Services, Pegasystems


Overview of Session Introductions iBPM’s Impact to Your COE PegaWorld 2014 COE Panel Discussion COE Benchmarking Exercise Next Steps


Archaic Software & Methodologies (COE) Keeps Hurting Your Business

COMPLICATED SYSTEMS

DISJOINTED CUSTOMER EXPERIENCE

INEFFECTIVE RESPONSE


Huge Disruptive Digital Business Potential …

… but there are challenges … especially for IT

Public Sector interviewees reported that the speed at which new legislation can be deployed is mainly determined by how quickly the supporting IT solutions can be developed. In some cases, even the content of the legislation itself is influenced by what IT can or cannot deliver in time.


Disruptive Technologies are Empowering the Business – and Endangering IT “Business is able to use their credit

card and provision solutions within minutes!”


IT Tries to Modernize …

But Why Do Modernization Efforts Fail?


Big Bang Modernization Initiatives SOA Modernization

Legacy 5 ERP 3 Legacy 6 ECM 1 MDM

Legacy 3 ERP 2 Legacy 4 DBMS 3 DBMS 4


ESB 1 ESB 2

Manually Coded JAVA

Manually Coded COBOL

Equating Modernization to a “Modern Language”


Model-Driven iBPM for The Digital Enterprise


Mobile iBPM

EMPOWER CHANGE & COLLABORATION

Familiar business metaphors accessed through a web browser Easy forms guide & protect users

Working models replace paper specs & requirements

Automatically tailor user experience to device and channel


What is a Dynamic Case?

Case Subjects Collaboration

Tasks Case Events

Case Business Objectives Rules and Policies

Processes & Dependencies

Case Data

Sub-Cases Case Content

Dynamic Case Management

Case Stages


Social iBPM UNIFIED, CONTEXTUAL, ACTIONABLE, ACCOUNTABLE

Users can quickly communicate about issues. Here, Stephen helps Manny solve a problem. Amanda, a new appraiser, can assess a claim. Manny creates a task for

Amanda, the new appraiser. Amanda gets the

assignment on her phone.

The conversation and actions are stored in the case for later reference or audit.


Business Rules

Business Events & CEP Big Data

Analytics Decision

Management

Process Intelligence

ƒ

Business Rules Decisions

Business Events

0110101010111100101110010101001110010101001110010101001 101010101011000011010100110010101001110011001010100111

10101010100010101001110010101001110010101001110010101001 1100010110110010111000010101100101010011100101010011100 000101011100010101001110010101001110011001010100111001 1010011100100101001110010101001110010101001110010101001 00101010011100101100110010101001110010101001110010101

Big Data

… Block

2 Block 100

Block 1

Data Good 1,000

Bad 120

Bad 60

Good 2,500

Behavior Value 1

2

3

4

ID

Predictive Analytics

Past Experience Predictive Model

The “i” in iBPM: Intelligent


Business Intelligence to Intelligent BPM

Historic Reports Real-Time Actionable Events & Reports

OLAP Real-Time Process Optimization

Predictive Analytics Predictive and Adaptive iBPM

Bus

ines

s Va

lue

ƒ

Actionable, Intelligent, and Adaptive

Data Good 1,000 Bad 120 Bad 60 Good 2,500

Behavior Value 1 2 3 4

ID

Predictive Analytics

Past Experience Predictive Model


IT

Business

Customer

The “M” in iBPM: Management

TA: Technology Strategy Application Servers ESB – EAI - MOM H

R

Lega

cy F

inan

ce E

RP

ECM

D

BM

S

Enterprise Applications and Content

Business Solutions

Business Innovation

Business Objectives -

KPIs

Business Requirements

Business Change and

Agility

iBPM Engage

Simplify

Change


IT Modernization, Transformation, and

Digitization with iBPM


CUSTOMER DATA SCIENTIST BUSINESS ANALYST PROCESS IMPROVEMENT EXPERT (BB, GB)

PROCESS ARCHITECT

New Roles for Business Transformation CPO CCO CDO CMO

:Chief Digital Officer

:Chief Customer Officer

10 9 8 7 6 5 4 3 2 1 0

: Chief Process Officer

Chief Innovation Officer

Chief Transformation Officer

The Chief Digital Officer is essentially the senior executive

responsible for helping the organization transition into the

21st century digital economy and digital society.

Irving Wladawsky-Berger

A chief process officer (CPO) is the senior-most executive …. with

responsibility for an enterprise’s business process transformation and

continuous improvement initiative. Connie Moore

Transformation Roles iBPM


Business Transformation through iBPM

Modernization

Integration Plumbing


Exceptions Case Management

HR Legacy Finance ERP ECM DBMSs


Agility Layer

Process Excellence: Real-Time Lean Six Sigma

Process Centric Business Transformation Customer Centricity

iBPM COE Team

COE Manager

iBPM COE Leadership

COE Chairman

Process Champion(s)

IT Exec Sponsor(s)

Business Exec Sponsor(s)

iBPM COE

COE LSA

COE LBA

iBPM COE – Extended Team

Engage Directly / Guidance

Test Lead

Infrastructure Lead

DBA Lead

Release Engineer

Performance Lead

PM

Project Leadership

Delivery Partner

PM BA QA LSA

Project Team(s)

BA QA

LSA

Pega Consulting Resources

EL

Customer Program Governance

Governance / G

uidance LBA

Enga

ge

Dire

ctly

Enterprise Architect

Governance Manager

Enablement Lead

Process Owner(s)

Security Liaison

COE SA(s)


COE Manager

iBPM COE and Agile Methodology

Customer Service and Support (CSS)

Sales Force Automation (SFA)

NBA Marketing

Empowering the Business to Own the Change


Modernize through iBPM

Service Service Service Service

Legacy 5 ERP 3 Legacy 6 ECM 1 MDM



Infrastructure

IT V

alue

Sys

tem

of R

ecor

d

Sys

tem

to S

yste

m

Incr

ease

d Bu

sine

ss V

alue

Syst

em o

f Inn

ovat

ion

Gui

ded

Inte

ract

ions

iBPM



Modernization






Agility Layer



iBPM COE Team

COE Manager

iBPM COE Leadership

COE Chairman

Process Champion(s)

IT Exec Sponsor(s)


iBPM COE

COE LSA

COE LBA



Test Lead

Infrastructure Lead

DBA Lead

Release Engineer

Performance Lead

PM

Project Leadership

Delivery Partner

PM BA QA LSA

Project Team(s)

BA QA

LSA


EL


Governance / G

uidance LBA

Enga

ge

Dire

ctly


Governance Manager

Enablement Lead

Process Owner(s)

Security Liaison

COE SA(s)


COE Manager

iBPM COE and Agile Methodology



NBA Marketing



Engage the business at the beginning, and keep them engaged

Business

Technologist


Business Can Own the Change

Yes No

Write-Off?

If… ― Dispute Amount is less than $51 ― AND Transaction is not disputed as a fraudulent transaction ― AND Customer has disputed less than two transactions this year

Then… YES: Fully credit the customer without even initiating the dispute (i.e., Write-off the transaction)



iBPM COE Team

COE Manager

iBPM COE Leadership

COE Chairman

Process Champion(s)

IT Exec Sponsor(s)


iBPM COE

COE LSA

COE LBA



Test Lead

Infrastructure Lead

DBA Lead

Release Engineer

Performance Lead

PM

Project Leadership

Delivery Partner

PM BA QA LSA

Project Team(s)

BA QA

LSA


EL


Governance / G

uidance LBA

Enga

ge

Dire

ctly


Governance Manager

Enablement Lead

Process Owner(s)

Security Liaison

COE SA(s)


COE Manager

iBPM COE and Agile Methodology Modernization






Agility Layer






NBA Marketing


Think Big, Think Digital …but Start Small

Impact/Risk Matrix:

Less Risk More Risk

Less

Vi

sibi

lity

Hig

h

Visi

bilit

y

Complexity

Bus

ines

s

Visi

bilit

y


Analyze iBPM Enabled Legacy and ERP Modernization Opportunities: Business Value, Variability, Maintainability, Complexity

Phas

e 0 Wrap ERP or Legacy

Systems and Modules with iBPM for business value Ph

ase

1 Modernize and Replace Custom Code with iBPM Continue with additional Wrap ERP/Legacy Modernization Projects

Phas

e 2 Rip and Replace

costly ERP systems and modules Continue with additional ERP/Legacy Wrap and Modernization Projects

Phas

e 3


Sliver Iterations

Transition

Development Iterations

Delivery Planning

Measure and Improve

Stages Social Collaboration

Cases, Processes, Rules, Decisions, UI, Integration

iBPM Real-Time Lean Continuous Improvement


iBPM COE Maturity M

ATU

RIT

Y

TIME

Establish iBPM LOB COE

iBPM Corporate COE established. Best Practices Defined and Adhered to

iBPM Federated COE model in place. Business Maturity with Common Processes

1

iBPM Method Adoption Building Competence

Business Unit

Process / Rule Architect

PM Leads

Program Mgmt.

Sponsors / Steering Committee Overall Oversight and Initiatives Prioritization

2

3 Claims LOB 1

Region LOB 2

Process / Rule Architect

PM Leads

Program Mgmt.

4 Project Tread:


Build For Change™…

Time

Conventional Solutions

Cap

abilit

y

iBPM Solution

60-90 Days


Overview of Session Introductions iBPM’s Impact to your COE PegaWorld 2014 COE Panel Discussion COE Benchmarking Exercise Next Steps


PegaWorld 2014 Breakout

Center of Excellence Panel Discussion - Best Practices and Benchmarking Please join us for an engaging panel discussion consisting of CISCO, Jabil, JPMC and BNY Mellon as

they present their Center of Excellence best practices. Attendees will also have an opportunity to ask the panelists questions. As an additional benefit, the results of a 2014 COE benchmarking survey will be shared with the audience, including the details of the panelists' responses. Specifically, come learn about: How are the leaders driving Center of Excellence best practices and maturing their operation, what

hurdles did they overcome Preview where are you and other customers along the Center of Excellence Journey How can you address challenges and issues with live Q&A with our expert panelists


Overview of Session

Introductions iBPM’s Impact to your COE PegaWorld 2014 COE Panel Discussion COE Benchmarking Exercise Next Steps


Benchmarking Survey


Overview of Session Introductions iBPM’s Impact to your COE PegaWorld 2014 COE Panel Discussion COE Benchmarking Exercise Next Steps


Next Steps Look for an email containing: Recording link for this session Link for getting a copy of Setrag’s iBPM: The Next Wave book Link for taking the benchmarking survey

Please join us at PegaWorld 2014 for: COE Panel discussion COE Networking Lunch

Invite for the next Peer to Peer COE forum Any questions / feedback please contact

[email protected]


Q&A

Dr. Setrag Khoshafian, - pega.com Peer to Peer... · Huge Disruptive Digital Business Potential …...

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Transcript of Dr. Setrag Khoshafian, - pega.com Peer to Peer... · Huge Disruptive Digital Business Potential …...