Responsive Process Management The next generation of BPM Dr Giles Nelson – Deputy Chief Technology...

Responsive Process Management

The next generation of BPM

Dr Giles Nelson – Deputy Chief Technology Officer

9 November 2011

© 2011 Progress Software Corporation. All rights reserved.2

Business Striving for Responsiveness

Typical Business SLAs:

Algorithmic trading100 ms 20 ms

Call center inquiries 8 hr 10 sec

Supply chain updates1 day 15 min

Phone activation1 min

0.5 hour Refresh data warehouse

Track financial position5 min1 day

Airline operations20 min 30 sec

Trade settlement2 hrs.

Build-to-order PC 4 weeks 1 day

weeks days hours minutes seconds

Responsiveness is the key to surviving the

pace of competition

3 days

1 week

5 days

Source:

mail express fax e-mail Document transfer


Rapid modeling of human & system interactions

Automatic visibility

Agility

Business Process Management (BPM)Provides a Powerful & Agile Platform


Gartner: Intelligent Business Operations

Emergence of a New Category

IDC: Business Navigation Systems


Gartner evolution of BPM

Gartner – Roy Schulte & Janelle Hill“Intelligent Business Operations”

New Gartner product category for 2012 – “Intelligent BPMS”


What Makes Business Operations Intelligent?According to Gartner…

Explicit, formal attention to business process design that demonstrates BPM

Situation awareness mechanisms based on recent events

Embedded/inline analytics via or other near real-time processing

Software support for intelligent responses such as a rules/orchestration engine


Business Process

Improvement

Sense and Respond to

Opportunities & Threats

Continuous Business Visibility

Continuously improve your business’

Responsiveness

The Responsive Business Prescription


RPM: the Concept

Coordinate effective response to key

conditions

Adjusts running business activities to respond efficiently and at the most effective time

Easily modify both the conditions recognized

and the way the system responds

System upgrade cycles measured in days/weeks, not months/years

See and anticipate much more, as it is

happening

Provides far more awareness of current conditions than ever before possible

“Systems that respond and evolve to the business environment”


Continuous Process

Improvement

Immediate Sense-and-

Respond

Real-time Business Visibility & Analytics

Responsive Process Management

Transactions Business Transaction Management (BTM)

Events Business Event Processing (BEP)

Processes Business Process Management (BPM)


The Progress RPM Suite


CRM ERP

Logistics

Product catalog

SAPOracleSiebel

Warehouse Status

SAP Shipping


Real-time Visibility

CRM

Product catalog

SAPOracleSiebel

Warehouse Status

SAP Shipping

ERP Logistics

kcraven

There's a visual shift between slide 16 and 17 on the Oracle label connector.Also, the line should be BEHIND the monitor.


Mapping Application-driven Transactions to Processes

CRM ERP

Logistics

Product catalog

SAPOracleSiebel

Warehouse Status

SAP Shipping


Sense-and-Respond

CRM ERP

Logistics

Product catalog

SAPOracleSiebel

Warehouse Status

SAP Shipping


Continuous Process Improvement

CRM ERP

Logistics

Product catalog

SAPOracleSiebel

Warehouse Status

SAP Shipping


Business Is Often Event-Driven


Event processing

Data goes into the database

Analyzed after it is stored

Events go through

Analyzed as they happen


What is event processing?

Event Processing is the ability to sense and respond to changing conditions in order to act on

business events as they happen.

Complex Event Processing (CEP)is the de-facto accepted term


Ways of dealing with events

Event processing models:• Time- and location-based

(temporal) windows– Within, near, etc. based in real-

time context• Aggregation

– Accumulation of values or quantity

• Relationships– Event A caused event B to

happen


Processes + Events = Responsive Processes

Processes

Event Pattern

Event Pattern

Event Pattern

Event Pattern

Event Pattern


Business Analytics – Blending Historical and Live Visualization and Drilldown

Real-time and historical visual analytics

Drill down into root cause

Discover business patterns and start looking for them live


“Solution Accelerators”: Packaged Apps Your Way

Interceptors Adapters

Analytics Business Rules

Business Processes

Event-Driven Rules

Solution Accelerator

Interactive Dashboards

Business Users: Adjust parameters &

customize interactions

Business Analysts/IT:

Evolve app model

IT: Customize/extend

Alerts


Progress Industry Solution Accelerators

Progress Responsive Business Integration

Solution Foundations

Solution Accelerators

Capital Markets Banking Supply ChainCommunications

& Media


The Progress Control Tower


Progress | Control Tower

Anatomy of the Progress Control Tower

Business Visibility

Process Modeling

Flexible & Tailorable UI

Business Control

Visual Analytics

Collaboration

Process Simulation

Mobile Support


Business Visibility & Control

Richly interactive real-time displays• Application specific views• Transactional flow maps• Process heat-maps• Tasks & Alerts

Giving business users the necessary information and means of control at the right level of detail regardless underlying systems


Interactive Business Analytics

Simple, fast and intuitive interactive, visual analysis Access any data source across the enterprise Most appropriate means of presenting business data

• Elegant, clear, interactive, visualizations


Collaborative Process Modeling

Analysts can quickly define processes without IT involvement Collaborative “white-boarding” support to do this cooperatively Publish your models for automation All in the context of the Control Tower


Process Simulation

Easy to use Process Simulation tooling Quickly define tests and investigate the results Allows rapid improvement of business processes prior to

IT involvement• Reduces time taken to deliver accurate models


Mobile Support

Quickly and easily access critical business data from any location

Interactive & fully configurable

RPM in theReal World


With 38m subscribers, the 3rd largest mobile phone operator in Europe


Categorizing the challenges

Increasing complexityImprove revenue retention Reduce transaction fallout

Intense competitionImprove SLA performance Reduce product rollout time

Market saturationImprove customer loyalty Reduce customer churn


Acquisition cost

400

80

Attract Retain


Reducing churn & improving customer loyalty by creating

“right-sell” opportunities

Turkcell goal


Customer engagement

Call behaviour

SendRespond

TurkcellRPM

LocSMS

Call

Analysis


Maximize Profit - Revenue Assurance: 3Italia – a Communications Service Provider

Pain: Up to $1m per day lost through systems too slow to detect lack of credit on pre-paid cards

Solution: Real-time visibility across multimedia services and prevention of revenue loss for 7 million wireless subscribers

UMMS

Data

Content

Billing SystemCore Network

Services

BSS

Voice/Video

Progress RPM

Network Layer


Building apps using RPM: SEB Bank

Monitoring ATMs, credit cards, direct debits and bank transfers

Reduced the time to process a suspected credit card abuse from 5 hours down to seconds


SEB Bank: who benefits?

Head of Fraud

Pain: Identification of card fraud takes hours

Impact of no action: Lost revenue; reputation suffers

RPM Value: Protected revenue and enhanced customer

service.


European Bank – Monitoring Sales Performance

Sales Process Platform Loan, credit-card and

mortgage applications

Gives continuous view of sales performance versus objectives Staff moved to reflect

priorities


Pain: Market abuse

How the FSA and Turquoise Make Progress:Preventing Market Abuse

Solution: Observing and responding to fraudulent patterns in real time

Value: Prevented $ millions inloss from rogue traders


Maximize Profit - Responsive Logistics: Royal Dirkzwager – a Port Management Company

Pain: Optimization of shipping movements in port to obtain greater efficiencies from port operations and to reduce fuel costs

Solution: Monitor global shipping movements, correlated to port berth availability


US provider of healthcare products

Serves 2M patients annually

500 branches

13,000 employees


Apria’s business

Medical equipment

Home healthcare


Apria’s challenges

Low staff efficiencyProvide better visibility into operations

Order to cash process too longImprove customer service Decrease errors

Downward pressure on pricesReduce costs and increase efficiency


More responsiveness

Real-time operational visibility

Orders and staff can be reassigned easily

Better reaction to supply chain problems – weather/strikes etc.

20-40% savings in order to cash process

Better customer satisfaction


Business Process

Improvement

Sense and Respond to

Opportunities & Threats

Continuous Business Visibility

Continuously improve your business’

Responsiveness

The Responsive Business Prescription


Questions

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