Workflow Management and BPM-101

Work Flow Management & Business Process Management - 101April 2011

Table of contentsWork Flow Management & Business Process Management - 101 Work Flow and Workflow Management BPM Business Process Management Content Management

Tools in BPM, ECM and Capgemini Capabilities

Work flow management and Business Process Management -101 2011 Capgemini. All rights reserved.

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Work Flow and Workflow Management

What is Work flow?A workflow is a representation of a process, generally designed in such a way that there is coordination mechanisms between activities, applications, and process participants consists of a sequence of connected steps any abstraction of real work

model to represent real work for further assessment Beginning in manufacturing sector


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Examples of a work flow1. In machine shops, particularly job shops and flow shops, the flow of a part through the various processing stations is a work flow. 2. Insurance claims processing is an example of an information-intensive, document-driven workflow. 3. Capgemini SSO 4. Leave management system


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Typical Workflow


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Workflow ManagementWorkflow management is a system of overseeing the process of passing information, documents, and tasks from one employee or machine within a business to another. Through proper workflow management, each of the employees or machines will pass the work on according to a predetermined procedureworkflow management is seen as an important component of a business as it provides: Automating process for improved efficiency within the business eliminating unnecessary steps Easier to track employee and machine performance Improves customer service Allows the customer to feel completely involved in the entire process Ways to improve production or service process (Workflow Management tends to be seen as the technical coordination of process execution. It is a component of a comprehensive BPM strategy, but does not encompass the strategic or change management activities associated with BPM)


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Business Level Benefits of workflow Managementa. Improved efficiency Automation of many business processes result in the elimination of unnecessary steps b. Better process control Improved management of business processes achieved through standardizing working methods and availability of audit trails

c.

Improved customer service Consistency in the processes leads to greater predictability in customer response levels

d. Flexibility Software control over processes enables their redesign in line with changing business needs e. Business process improvement Focus on business processes leads to their streamlining and simplification


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Software Level Benefits of workflow Managementa) Reduce development Risk Business analysts talks the same language as the developer, therefore no need for translation from user requirements to software design b) Centralized implementation Business processes that change without requiring major changes in the software application c) Rapid Application Development Composition of processes leads to faster development and better maintainable


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Tools for Workflow ManagementVisual Studio 2010 Workflow Designer Code-behind file enables developer to write custom Microsoft Visual C# or Microsoft Visual Basic code to express business logic Workflow markup file, or markup and code-behind files, compiled into workflow assembly Workflow template can be associated with a site content type. Can use any forms technology. For example, Microsoft ASP.NET forms for SharePoint Foundation 2010 workflows. Can include workflow modifications Package workflow assembly and workflow definition as a SharePoint Feature, and deploy to the site SharePoint Designer No code behind; workflow rules file declaratively encapsulates business logic instead Workflow markup, workflow rules, and supporting file are stored, uncompiled, in a specific document library on the site Cannot author workflows against content types. Uses the Forms Web Part. Workflow modifications are not available Automatically handles deployment to specific list

Can use Initiation form to gather information from the user when they start the Can use Initiation form to gather information from the user when they start the workflow workflow Can use custom forms for users to interact with tasks in SharePoint Foundation Can use custom forms for users to interact with SharePoint Foundation 2010 2010 tasks Visual Studio debugging available Can author both sequential and state workflows No step-by-step debugging available Can author only sequential workflows


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BPM Business Process Management

What is BPM


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BPM DefinitionsBPM is more than just a collection of technologies; it is a business management methodology that covers how people work with people, how systems work with systems and how the two camps work together. BPM is a management practice that provides for governance of a businesss process environment toward the goal of improving agility & operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organizations activities and processes. Gartner. Business Process Management is the sum of all organizational activities centered around the definition, implementation, execution, control, supervision and improvement of processes. BPM can be conducted with or without information system support. BPM in general is an organizational concept.

Work flow management and Business Process Management -101 2011 Capgemini. All rghts reserved.

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BPM DefinedBPM is a methodology used to innovate, optimize, and adapt the processes that run a business. BPM includes a set of activities to model, assemble, deploy, and manage processes that cross people, technology, and data.

BPM Type Human centric - people intensive business processes, decisions and work flows Document centric- document intensive business processes, decisions and flows Integration centric- system, application, and Integration intensive business processes, decisions and flows

Example* Employee on boarding Order to Cash Claims Processing

Accounts payable Contract Management

Order fulfillment Straight-Through Processing

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BPM ComponentsBusiness Activity Monitoring

Document & Content ManagementBPM Suite Workflow Automation

Human Interfaces

Work flow

Modeling

Deployment

Metrics

Automation

System Integration

Event Monitoring

Simulation Analytics

Enterprise Integration

Process Modeling & SimulationBusiness Rules

Business Rules Engine

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BPM Reference ArchitectureProcess Presentation Portal , Transformation, Security, DistributionDelivery Channels Internet Mobile Paper Stakeholders Customers Agents Employees

Process ServicesWorkflow Work Routing Work Approval Correspondence Collaborate Team Collaboration Queue Management Business Activity Management Dash Board Reports Event Management , Alerts

Content Management

Rules Management

Process Middleware ServicesIntegration Legacy Database Flat file etc Process State Management Work object status Queue Management Security Authentication Authorization LDAP

Content ServicesFile System Content Repository Database Data Warehouse

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Old Way Vs BPM Way

Old WayRequirements are Use Case Centric

BPM WayRequirements are captured as Processes and Business Rules by Business and IT in a Collaborative effort Captures Process Goals Evolutionary Iterative Development Model which produces results in 60 to 90 day window Reuse established in collaboration with business Overall shorter project duration

Mostly Waterfall

Reuse established by IT

Overall longer project duration

Coding Paradigm Roles: BA, Tech Architect, Developers, PM

Configuration Paradigm

New Roles: Process & Rules Analyst, BPM Architect, BPM System Analyst, PMWork flow management and Business Process Management -101 17 2011 Capgemini. All rghts reserved.

Project Implementation ApproachTraditional Application Development Methodology

Project Initiation Requirements Design Build and Integrate Test Deploy

BPM Enabled Application DevelopmentDesign Discover Develop Discover Design Develop Discover Deploy Initiate Monitor Optimize Analyze Design Develop

DeployMonitor

DeployMonitor Optimize Analyze Optimize Analyze

Iteration 1

Iteration 2

Iteration 3Work flow management and Business Process Management -101 18 2011 Capgemini. All rghts reserved.

Business DriversEfficiency Operation Excellence Agility Time to market Stability Flexibility Accountability

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Trends in BPM I (Evolution of BPM)

ECM Orchestration Business Activity Monitoring

BPA

Business Rules Workflow

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Trend in BPM : II (Emerging BPM Landscape)

ECM

BI

SOA

BPM


Trends in BPM III (Hype Cycle for BPM)


Gartner Predictions:Gartner Predictions By 2012, 20% customer facing processes would be assisted by BPM technologies By 2014, 40% of business managers and knowledge workers in Global 2000 enterprises will use comprehensive business process models to support their daily work, up from 6% in 2009 Nearly 50% of enterprises across Europe and North America would be actively engaged in BPM

Planned and Active BPM Projects


BPM Value PropositionFlexibility Rapidly change process behavior Adapt to changes with minimal disruption Responsiveness Make proactive changes to processes dynamically Optimization Powerful tools to improve your business processes True understanding of business operations with simulation Solution Building Efficiency Deploy business process solutions at lowest cost Operational efficiencies with shared business processes Import and work with business process models directly from the business analyst


BPM Landscape


Content Management

Content Management SystemA content management system (CMS) is a collection of procedures used to manage data work flow in a collaborative environment. The data is nearly anything: documents, movies, pictures, phone numbers, scientific data, and so forth.

CMS's are used for storing, controlling, revising, semantically enriching, and publishing documentationCMS can be distinguished into three categories as: Enterprise CMS (ECM) Document CMS (DCM)

Web CMS (WCM)


Enterprise CMSThe ECM is a formalized means of organizing and storing document and other content related to organizational processes. It encompasses strategies, methods and tools used throughout the life cycle of the content.

Aimed to make the management of corporate information easier through simplifying storage, security, version control, process routing and retention. Enables insurers to dynamically create, manage, publish and deliver adaptive enterprise content throughout the business life cycle - across all locations and lines of business. An umbrella term covering document management, web content management, search, collaboration, records management, digital assets management, workflow management, capture and scanning. The benefits to an organization include improved efficiency, better control and reduced costs


Document Management SystemDMS is used to track and store electronic documents and/or images of paper documents. It is also capable of keeping track of the different versions created by different users (history tracking).. The document management system handles documents from multiple channels like email, fax, paper, XML streams. Matured and well tested DMS can be characterized as follows: (a) Focused on managing documents in the traditional sense (like word files) (b) Each unit of information (document) is fairly large and self contained (c) There are few (if any) links between documents (d) Provides limited integration with repository (check-in, check-out etc) (e) Focuses primarily on storage and archiving (f) Includes powerful workflow

(g) Targeted at storing and presenting document in their native format and as well in raw format (dynamic rendering)(h) Limited web publishing engine typically produces one page for each document (i) Supports both Business to Customer (B2C) and Customer to Business (C2B) scenariosWork flow management and Business Process Management -101 29 2011 Capgemini. All rights reserved.

Web Content Management SystemWCM provides website authoring, collaboration, and administration tools designed to allow users with little knowledge of web programming languages or markup languages to create and manage website content with relative ease. A robust WCMS provides the foundation for collaboration, offering users the ability to manage documents and output for multiple author editing and participation. Matured and well tested WCMS can be characterized as follows (a) Manages small interconnected units of information (example web pages) (b) Each unit (page) is defined by its location on the site (c) Extensive cross linking between pages (d) Focuses primarily on page creation and editing (rendering online) (e) provides tight integration between authoring and repository (metadata etc)

(f) provides a very powerful publishing engine (templates, scripting etc)(h) supports only Business to Customer (B2C) scenario


Tools in BPM, ECM and Capgemini Capabilities

BPM Tools & Our CredentialsResourcesSkills Process Analysts Solution Architects Global 1250+ 800+

Domain Focus Banking Retail and Private Banking, Business and Consumer Lending, Credit Services and General Financial Services Insurance Health, Life, Property and Casualty, Commercial

DevelopersBusiness Process Architects Overall

2000+200+ 4500+

Securities and Investments Brokerage and Investment Banking

Trading,

Product Expertise

Work flow management and Business Process Management -101 32 2011 Capgemini. All rights reserved. 2011 Capgemini. All rights reserved.

BPM Tools evaluationBPM Tools are evaluated on the following 1. 2. 3. 4. 5. Business Rules Engine Workflow Capabilities Business Activity Monitoring Enterprise Service Bus Integrated Development Environment

A complete business rules engine should include the following: users. Business Rule Editor - An intuitive user interface that allows business users to define, design, document and edit business rules. Reporting Component - An intuitive user interface that allows business users to query and report existing rules. Rules Engine Execution Core - The actual programming code that enforces the rulesWork flow management and Business Process Management -101 33 2011 Capgemini. All rights reserved.

Business Rule Repository - A database for storing the business rules as defined by the business

BPM Tools evaluation


ECM Tools and CredentialsIBM/ FileNet 6+ Years experience working with FileNet products Significant FileNet certification FileNet suite of Products Expertise in cl. 3.5 and 4.0 ECM, BPM, Eforms, Web App ToolKit, BPF Framework Image Mgt, Records Mgt, Team Collaboration Mgr EMC/ Documentum 3+ years of experience with Documentum Products Content Server, Document Application Installer / Builder, Form Builder, Composer Business Process Mgr, Process Builder Foundation Classes, Documentum Administrator Workflow & Lifecycle Web Development Kit, Web Top

OpenText Livelink 3+ years of experience in Livelink suite. Installation and Administration of the Livelink Archive Server SAP ArchiveLink & Doculink Opentext Livelink ECM Livelink Records Management Livelink Administration Livelink Workflow Livelink 9.2, 9.5 and 9.7

Microsoft MOSS 2007 3+ years of experience in Microsoft MOSS products. Strong Microsoft ASP.Net1.1/2.0 Training across MOSS products Servers Clients Administration Microsoft Records Manager solution available Next Gen EDRM and EDiscovery Based on MOSSWork flow management and Business Process Management -101 35 2011 Capgemini. All rights reserved.

EBS CoE - Key componentsRecruitment Training & Certification Domain Process Models Processes related to Estimation, Delivery, Deployment etc Process Improvement

Performance Incentive Plan

CoEAlliance Management Alliance software and frameworks Access to Professional Services and Service Engineering group of Pega Promotion Development Tools and Methods

Standards and PoliciesAccelerators & POCs Quality Management Processes

Knowledge Portals Wiki News Letters


CoE Involvement in SDLCProject Team Activities Define Process Models Define Stakeholders Capture High Level Use Cases Identify Reports Define Return on Investment CAP Process Elaborate Use Cases Rules Harvesting Define Reports Design Application Class Structure Work Items Functional testing QA Handover application to next iteration Production Deployment

Develop Application

Inception

Elaboration

Construction

Transition

COE Value Addition and Accelerators

Bring Templates for Process Modeling Use Cases Share Iterative Methodology Bring Individuals with Expertise on building Process Models and Use cases

Bring Templates for Rules Harvesting Identify right skills and individuals Bring Individuals with expertise on BPM toolset

Code Review Governance Compliance Validation

Document Lessons Learned Document and share common processes


Capgemini Pega Successful AcceleratorsContact Center Enterprise Reference Architecture 1

User Experience Management Leveraging Rapid Design 2 Visualization Innovative visualization process for Rapid Design and Prototyping

Skills and Knowledge Transfer3

Capgemini Accelerated Solution Environment (ASE) 4 Creative Work Space Combined with a Unique Facilitation Methodology to Accelerate Business Decision Making and the Creation of Innovative Solutions Information-rich, technologyenabled environment Large group process combines decision makers, process owners, IT specialists, and implementers

Leverage the Pega Layer Cake approach Methodical approach in restructuring the application Facilitates creation of enterprise data model to manage intermediate state Enables future interoperability

User-Centric Design and methodologies to uncover user needs and rapidly visualize a future state concept to validate with internal stakeholders and end-usersWell Aligned with Pega Direct Capture of Objectives (DCO)

Help client to become Completely Self Sufficient Short and Long Term Help in basic training, Knowledge management setup, shadow & reverse shadow key roles Delivery Takeover, setup design clinics, innovation focus, set up COE to make clients self sufficient

Easily expandable access layer

Controlled Migration5

Accelerated Delivery Platform: Agile 6 Process: Smart Implemented and tuned for Distributed Delivery Smart Use Case based estimation model Built- in Agile Dashboard and Burn up/down chart Smart testing technique to define and run functional tests on smart use cases using scenarios, often based on activity diagrams Supported by Code Generator 24 Weeks based iterations

PRPC Rules Testing Process7

Organizational Change 8 Management (OCM) Framework

Defines the as-is situation within your application portfolio and describes the current and future functional requirements. Identifies the unwanted rules executed in your process

Automated Unit Test Framework AUT tests individual rules Positive, boundary and regression testing Service Testing Toolkit

Transitional strategy of small sliver projects to create quick wins on the short term whilst designing a platform of agility for the long term without any risk to current operations .

Rules Tests support the applications decisions Work flow tests Review reporting


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Capgemini Pega Implementation toolkitsPega PRPC Reference Architecture Leverage the Pega Layer Cake approach Methodical approach in restructuring the application Facilitates creation of enterprise data model to manage intermediate state Enables future interoperability Definition of solution capable of circumstanced operation in a single instanceA

Pre-Compiler

B

SOAP Calls Analyzer Report for transactional timings

C

Complex HTML Optimizer Customized scripts to identify the un-used clipboard pages Captures response time of AJAX events Identifies the streaming buffers

D

Process Simulation to validate the functionality Reducing the amount of steps, tasks and activities involved in the process Cache loading for the identified pages / processes

Pre-defined templates to validate the interfaces request / response Measures the performance with or without integration points

Rule Execution Analyzer Identifies the right order of rules executed Identifies the unwanted rules executed as part of the process Identifies non-added value processes executed

E

Heap Dump / Memory LeakageF Root Cause Finder JVM Tuning Prconfig customization Analysis of Logs / Alerts

OOTB Process Optimizer Identifies Unstructured vs. Structured flows Reduction of iteration times

G

Database Tuner Customize Tablespaces, indexes for rulebase tables Identifies SQL injection vulnerabilities / tuning opportunities Rulebase Tuning / externalization of tables

H


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Recognized as top BPM / Pega player by GartnerGartners Who's Who in Business Process Management Consulting and System Integration.

Large enterprises should consider Capgemini for BPM projects in any of the four corners of the BPM Four Corners Framework and for any of the BPM usage scenarios... Capgemini has the advanced service delivery, program management, process domain, EA and transformation skills necessary to support most BPM projects in the Americas and EMEA. The firm also has advanced capabilities in implementing Pegasystems solutions and solid capabilities in delivering solutions using other BPMTs. The firm takes a highly collaborative approach to teaming with client resources that is conducive to knowledge transfer.


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Pega Enablement and Staffing Model

Fast Track & Boot Camp Training Pega PRPC training Boot Camp application development

Internal Concepts & Prototypes POC (Proof Of Concepts) Sample application development

Solution Frameworks IIF CPMi Smart Investigate

Shadow Resource in LIVE Project Development experience in Live projects

PRPC Certification Pega Certified System Architect Pega Certified Senior System Architect

2 weeks

2 weeks

1 week

3 weeks

Highlights : PRPC training provided by Pega trained professionals. Tie Up with Pegas process engineering group. Service requests raised are closely monitored by PEGA. End Solution is provided through a patch. Capgemini is a part of the BETA testing group. Feedback provided by Capgemini included in the release notes and patch.

Staffing Model SUBJECT MATTER EXPERTS SMEPega Experts staffing new engagements from other locations

CAPGEMINI ROTATION POLICYAssociate rotation to staff new Opportunities

EXTERNAL LATERAL HIRINGExperienced Resources available on a Need Basis

BENCH MANAGEMENT10% Permeable Bench diversified by functional & technology areas to meet staffing needs at all levels Proactive visa processing to enable associates to travel at short notice

FRESHER LEARNING PROGRAMEntry level associates undergo technical training

- Deputation of Experienced associates

Partnership with Training Institutes and contractorsBack On Roll Associates

Lateral Hires (Experienced associates with domain skills undergo techno specific training)


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Our Value PropositionEnabling Transformation through Domain Thought Leadership and Business Technology enabled Process Solutions focusBPM Consulting expertise Proven processes, frameworks and technologies Successful engagements across FSI domain Strong Competencies Industry leading packages Access to a pool of skilled resources Business Technology and product expertise

Benefits Low Total Cost of Ownership and faster ROI realization Ability to manage Peaks and Valleys of demand End to end services from single vendor Reduced turnaround time and high quality of the solutions Proven methodology

Capgeminis Right Shoring Model Leverage our CMM level 5 process maturity and proven Global Delivery Model in delivering solutions that provide you repeatable successes in every project

Domain expertise Leverage our domain expertise developed across the Financial Services Industry Banking , Insurance and Capital Markets

Domain Thought leadership


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Sample EngagementsClient Global Banking and Financial Services Organization Industry/ Vertical Financial Services Focus Area Strategic partner working with the clients workflow COE on various enterprise wide BPM initiatives Key Benefits Improve efficiency in the processing of home loan and personal loan by moving to a paperless environment Implement a new electronic document management and workflow solution for the benefits management group of the actuaries and consultants division

Leading international insurance organization

Insurance

Auto program system to offer a competitive auto insurance quote across the U.S.

Migrate from current thick client application to a web based thin client application, for ease of use and deployment to 100,000 expected users Customer leveraged Capgemini COE expertise for rapid scalability and time to market

Midsized Commercial Bank in Chicago

Banking

Business IT Alignment

Assessed the Business and IT value of existing applications and identified the key gaps

Defined the BPM and SOA strategic roadmapTop 10 Credit Card Firm in the U.S. Banking Business Process Assessment for Dispute Processing Streamlined business processes which helped in reducing time taken to resolve credit card disputes. Recommendations to minimize delays in cross-functional information flow

Top 3 P&C Insurer in the U.S.

Insurance

BPM and ECM consulting to define the roadmap and enable the customer COE

Helped in the definition of the Strategy, Prioritization of initiatives, Methodology & Standards Created a framework to categorize the various initiatives for implementation using the most suitable technology

Work flow management and Business Process Management -10142

2010 Capgemini. All rights reserved.

Thank you very much for your attention!

Sarma Kodukulla Lead HSBC Pega CoE +91 98 66 01 99 28

www.capgemini.com

The information contained in this presentation is proprietary. 2010 Capgemini. All rights reserved

Workflow Management and BPM-101

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