Stand and deliver bpm v4
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Transcript of Stand and deliver bpm v4
© 2011 IBM Corporation
IBM Business Process Management
Take back your Business and Own your Processes
The New Normal: Change, Complexity, Uncertainty
50%Of businesses plan to adopt more collaborative sourcing models
50 billionDevices connected to the Internet by 2020
$534 billionIn mobile transactions by 2015
$488 billionLost in process inefficienciesin Fortune 500 companies
70% Of businesses outsource oneor more strategic activities
85%Of enterprises use external cloud services
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© 2011 IBM Corporation4
Responses show organizations experiencing significant change
MoreVolatile
MoreUncertain
MoreComplex
StructurallyDifferent
87% 86% 82%
74%
= to a large or very large extent
Agile businesses have:
• 40% higher EPS growth
• 45% higher ROI
• 10% faster revenue growth
• 2.6X higher return on capital
than their industry peersSource: IBM Institute for Business Value 2010 Global CEO Study Source: 2009 Convergence Index, BTM Institute
CEOs know their Business Processes must be More Agile
AutoLOBCommercial
LOB
HomeLOB
InsuranceCarrier
Agents & Producers
Partners &Re-insurers
Con-sumers
Out- sourced Service
Providers
Financial Institutions 3rd Party
Services
DMV
Con-sumers
InternalEmployees
To orchestrate human tasks…
… and for scalable transactions…
… to increase visibility…
… everything you need to manage end-to-end business networks
… to manage exceptions and cases…
Complexity exists within organizations and the broader business network Companies need end-to-end process management
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© 2011 IBM Corporation6
Flexibility
Low cost/time
BuildBuild
BuyBuy
CustomizedUniqueHigh TCOIT bandwidth Reduced time
Initial CostStandard Feature setReliance on vendorResponse to Change
“Third Way”
++-- +
+---
Process-improvement requirements are likely to be unique, which favors build rather than buy. And the timeframes and costs of both are often not compatible with process improvement, so a ‘third way’ is required.
Continuous Process Improvement requires a “Third Way”
BPM
© 2011 IBM Corporation7
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Customer Problem: Cannot Grow Efficiently Customer Satisfaction
ExecutiveManagement
CustomerService
InvoiceReconciliationTeams
Finance and Ops
AccountAdministration
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2
3
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1. Informal tasks and communication (e.g.- paper or email)
2. Inefficient working environment spans systems
3. Inconsistent prioritization
4. Incomplete or inaccurate data flow between systems
5. Lack of control over system and business events (Exceptions)
6. Poor visibility Into process performance
Typical Process Problems without BPM
© 2011 IBM Corporation8
Benefits: 80% Reduction in Manual
Interactions Faster Issue Resolution
1. Automatically Prioritizes and Routes Work
2. Guides users through decisions
3. Standardizes resolution across geographies
4. Leverages existing systems and data
5. Monitors for business events and initiates action
6. Real-time visibility and process control
BPM
BPM Delivers a Layer for Control and Visibility
ExecutiveManagement
CustomerService
InvoiceReconciliationTeams
Finance and Ops
AccountAdministration
© 2011 IBM Corporation
Call Center
Internet
Agency
How Decision Management Works: Customer Acquisition
Make a personalized offer
Trigger agent call back to assist
Seek clarification
Multi-channel quote requests
RespondRespondDecideDecideDetectDetect
Business Rules: Is customer gaming the system?
Event Pattern: Same vehicle ID with different addresses on phone & Web request:
Event Correlations
Insurance multi-channel customer acquisition
Business Rules: Customer good prospect, find best promotion
Event Pattern: Customer requests a series of quotes with increasing deductibles
Event Pattern: 2 web quote requests and 1 direct contact in 3 days
Business Rules: Determine best product
DecisionsDecisionsRulesRulesEventsEvents
© 2011 IBM Corporation10
Building a collaborative bridge between Business and IT
Modeling
Reports / Analytics
Implementation
Interaction / Forms
Business Leader
Business Analyst
Process Developer
Business Users
© 2011 IBM Corporation11
Mapping
Week 1 Weeks 2-3 Weeks 4 to 10Weeks 11 to 12
Week13
TestTestGo
LiveDevelopmentDevelopment
Infrastructure Configuration
Definition
Training/ MentoringInfrastructure Deployment
Quickly define, test, and deploy complete BPM solutions
Minimal IT skill requirement
Playback and test exactly how the process will run
Iterate quickly on different process designs
Speed Process Design and Deployment with Rapid Process Iterations
© 2011 IBM Corporation12
Largest Customer Base• #1 in Market Share* • 5,000 + customers
Strongest Ecosystem• 1000+ business
partners• Global Users group
Unparalleled Expertise, and Level of Investment
• Over 15 years of industry leadership
• 100’s of assets• Broadest, Deepest solution
portfolio & services
Broadest and Most Differentiated Software Capabilities • Simplicity for fast deployment and full business user participation
• Centralized governance for repeatability and consistency• Visibility and Control to continuously improve business operations
• Power through High Scalability, Integrity & Quality of Service • Market Leading decision and rules capabilities
*Source: Gartner, Inc., Market Share: All Software Markets, Worldwide, 2010, March 30, 2011
Why IBM for Business Process Management?
© 2011 IBM Corporation13
Consider a Discovery Workshop
Explore a Quick Win Project
ibm.com/bpm
Next Steps
© 2011 IBM Corporation14
Thank you!
© 2011 IBM Corporation15
2-3 day discovery and exploration session
Led by a team of IBM BPM “continuous process improvement” experts
Team IBM delivers a follow-up summary session and provides a report of findings and recommendations
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Consider a Discovery Workshop
Benefits
Formalize initiative objectives, scope and high level requirements
Materialize solution and associated value and risks
Define Initial project Implementation timeline and resource schedule
Solution Summary as communication tool internally and with Team IBM
© 2011 IBM Corporation16
Express Standard Advanced
Process Server (by PVU) 438 876 1030
Process Center (by PVU) 644 1290 1550
Process Designer (by Seat) 5300 5300 5300
Integration Designer (by Seat) n/a n/a 4270
561
826 543
340
Trade Up Trade Up
IBM BPM v7.5.1 List Pricing (as of January 2012)
© 2011 IBM Corporation1717
What It Offers
Insight into processes
Evergreen documentation
Rich template library
Benefits
Easy for novices, rich for experts
Keeps everyone current and engaged
Participation of Business and IT
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IBM Blueworks Live: Blueprinting a Process
© 2011 IBM Corporation18
IBM Blueworks Live: Process Template Library
What It Offers
Search library by process title or description keywords
Jumpstart process discovery by leveraging best practices
Pop-up help gives immediate description of each template stored
Business and IT Benefits
Faster time to value by not having to start from scratch each time
Ability to leverage BPM expertise from external sources
© 2011 IBM Corporation19
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IBM Blueworks Live: Private and Public Activity Streams
What It Offers
One place to view all of your process info
Ability to exchange information with your teammates
Access to BPM expertise
Business and IT Benefits
Single view of all of the important activity in your account
Ability to leverage BPM expertise from everywhere
Easy mechanism for staying informed on all process topics of interest
© 2011 IBM Corporation20
‣ Simplify design using a single environment for building all process elements (diagrams, forms, rules, services)
‣ Aggregate all diagrams, implementation details, in-flight process state, and historical performance data together in the same model
‣ Engage the business to confirm business requirements through “playbacks”
Process Designer organization of components
Process application “Playback”
Single Environment to “Model for Execution” with Instant Deployment
© 2011 IBM Corporation21
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Performance Data Warehouse
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3
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1. Single BPMN model drives monitoring as well as execution
2. Data analysis performed continuously on-the-fly
3. Real-time visibility to tasks, SLAs that may be in jeopardy
4. Visualize “hot spots” on diagram
and drill down for insights
Continuously Improve Processes with Inherent Visibility
Gather and correlate process metrics and business data for continuous improvement