albel pres bpm overview
DESCRIPTION
An overview of Business process managementTRANSCRIPT
BPM – Value Proposition – an Overview
By Ali BELCAID – Managing Consultant
Implementing BPM Systems
BPM CC – The Competency Center
Business Process Management
Business Process ManagementDriving Effectiveness and Efficiency
Business Optimization
Business Process
ManagementEfficiency
BPM Project Implementation
BPM CC
BPM Capabilities and Training
BPM Vendors Solutions Providing
Business Intelligence Effectiveness
BI Project Implementation
BI CC
BI Capabilities and training
BI Vendors Solutions Providing
Toward Business Process Intelligence
Our today focus
Business Process ManagementOverview
When Starting up a BPM project you should take in account 3 fundamental points:
Skilled BPM consultants to collaborate with customers.
BPM Methodology to deliver successful project on budget and time.
Mature technologies to implement BPM systems.
Process Vision & Strategy
BPM Lifecycle
Process Design
Process Implementation
Process Controlling &
Monitoring
In today’s fretful world, leading companies recognize that maintaining competitiveness in the marketplace requires effective management and control of key business processes
BPM capabilities span from process design up to process controlling and monitoring.
Business Process ManagementRole does BPM play
BPM is a key part of Consulting Strategy – it is a key capability to deliver to clients
BPM is viewed as the optimization and management of business processes to deliver value for a company and provide the capability to compete.
BPM is viewed as one component in the broad set of tools and methods we bring to meet our goal of creating value for our clients
What role does BPM play in the overall business consulting strategy?
BPM serves many purposes Business Process Improvement Compliance Risk Management Knowledge Management Process Cost Analysis/Simulation Enterprise Architecture Document/Workflow
Management Process Documentation …
BPM serves many purposes Business Process Improvement
Compliance Risk Management
Knowledge Management
Process Cost Analysis/Simulation
Enterprise Architecture
Document/Workflow Management
Process Documentation
…
Business Process ManagementProblems we solve with BPM
BPM aims to solve several key categories of problems
P r o c e s s E ffi c ie n c y a n d S e r v ic e
E ff e c t iv e n e s s
O r g a n iz a t io n a l A g i l i t y
S p e e d t o M a r k e t
C u s to m e r R e la t io n s h ip
BPM aims to solve several key categories of problems
Process Efficiency and Service Effectiveness
Organizational Agility Speed to Market Customer Relationship
Process Efficiency and Service Effectiveness
It focuses on developing a competitive advantage by balancing costs and service in order to refine and manage the execution of business process to eliminate non-value added activities, compress cycle time, and minimize cost.
Organizational Agility
It is based on the premise that any defined business process will change on an ongoing basis. A key to long-term success is equipping the organization with the tools, methods and capabilities to monitor, manage, and rapidly change these process as changes occur in the competitive landscape
Speed to Market
It aims to decrease the cycle time for clients to bring new products to market, improving a companies ability to respond to market changes and compete effectively
Customer Relationship solutions
allow clients to flexibly respond to multiple methods and channels of customer interaction, holistically managing all aspects of customer interactions.
Business Process ManagementBPM Value Proposition
BPM professionals must singly focus on the business issues and associated value creation
BPM professionals must be positioned to bring all of the needed disciplines to a client to effectively define, implement, and provide sustainable solutions Technology expertise – deep technology skills to effectively leverage all required
technologies Operations skills – methods, tools, and skills needed to rapidly and effectively
define and design optimum future state business models to meet a client’s goals. Human Capital – methods, tools, and skills to break down functional silos, align
staff to business processes, and provide capability training to optimize the ongoing use of the solutions.
BPM Professionals should bring a proven methodology and best practices to effectively implement clients solutions
BPM professionals must bring practical phased approach for implementing BPM.
BPM professionals must focus on real, sustainable results. They have to have end-to-end approach (1. Advise ► 2. Implement ► 3. Deliver)
1 - For BPM Consultants
Business Process ManagementBPM Value Proposition
CIOLock in customers with better product and service links; reach new markets by assembling new applications, such as private label services for your channel
COOBuild role-based portals that put information in the hands of employees; improve time-to-market by linking partners into development processes; outsource non-core business services.
CFOCut transaction costs with automated direct procurement; reduce customer service spend with self-service; replace admin staff with self-service interfaces.
CIOTransform IT functions into technology services; protect against security leaks by governing access to the registry of SOAP interfaces and flow of SOAP messages.
BPM
CIO (Strategy)
COO (Productivity)
CFO (Replacement)
CIO (Control)
CMO (Influence)
Partners
2 - For Customers
CMOPut the corporate brand on SOAP interfaces; anticipate what customers will need and deliver it; couple the interface experience to the browser experience.
PartnersIncreased harmonization with customers, buyers and partners
Business Process ManagementApproach to manage BPM projects
BPM is all about business improvement. I don’t believe that one size fit all. But, I believe that each client situation should be assessed independently to determine which combination of phases and activities is needed to best solve the business issues at hand.
Assess Capture Define
Design
DeployMonitor
Business Requirement, scope and plan
Capture the “as-is” situation
Define the “to-be” situation
Continual improvement will lead to the BPM Excellence
BPM is all about improvement. It is, before everything, a way of thinking the business improvement continuously
Have we developed the process in a way which truly addresses customer needs? Value can be created only by addressing the underlying goals and problems of the customer Processes should be designed to optimize the entire value chain, regardless of organizational boundaries Customers should have one contact point
Does the design simplify the process? In what ways? Are there even simpler approaches? Work should be performed where it makes the most sense Develop an alternate path for complex cases rather than one path that fits all Different processes require different coordination mechanisms (e.g., the external market, an internal market,
partnerships, basic management)
Does the design minimize hand-offs between individuals and across cross-functional boundaries? Optimize coordination; As few people as possible should be involved in the performance of a process Specialization improves efficiency but creates handoffs and handoffs create work Break down barriers between team members
Have we driven critical information into data masters? Data should be entered only once, preferably by people who understand and care about the data Technology should be used to enable new possibilities, not automate existing tasks
Have we developed a global design? Have we maximized standardization to the extent possible? Consistent processes enable an organization to grow effectively It is less confusing to stakeholders and less costly in the long run Capitalize on global opportunities
Do we have the right people in the right places at the right time doing the right thing at the right cost? Work is best organized around outcomes, not tasks People respond positively to having more responsibility for productive meaningful outcomes People involved in a process should have ownership for the entire process, or at least a meaningful component
Encourage Standardization
Focus on the Customer
Design in Simplicity
Enter Data at the Source and Automate
Manage People Effectively
Reduce Hand-Offs
Business Process ManagementApproach to manage BPM projects
Key underlying Principles
Business Process ManagementApproach to manage BPM projects
Modus Operandi
Process Envisioning
Orchestration & Integration
Meta Data Execution at
Runtime
Human Interface &
Control
Measurement
Optimization 1
2
34
5
6
BPM starts with envisioning new process to be implemented or selection of existing core processes in the enterprise
1
Process orchestration and integration to existing business functionality (applications) takes place
2
The models generate metadata executed at runtime that combines Web services and application functionality into the process
3
The process exits to human interfaces and controls where modeled as such
4
During execution, the process is monitored and data is gathered to evaluate both process flow efficacy and process execution efficiency.
5
As part of analyzing the process, simulation of the process options are executed until the appropriate process optimization is identified, enabling iterative modeling and execution of the process
6
Implementing BPM Systems
BPM CC – The Competency Center
Business Process Management
BPM CC – The Competency CentreOverview
Several experiences indicate that developing a competency centre dedicated to achieving BPM excellence is an effective means to achieving BPM’s full business potential.
• A BPM CC brings together architectural, development and operational roles into one group.
• The BPM CC is a centralized location for architecture, design, skills, reusable assets, and management tools in support of BPM initiatives within an organization.
• A BPM CC develops, in partnership with other architectural and design groups within an organization, the BPM architectural principles, guidelines and best practices to be used in undertaking BPM initiatives.
• The BPM CC can be a “training ground” for new capabilities within the organization.
• A BPM CC brings together architectural, development and operational roles into one group.
• The BPM CC is a centralized location for architecture, design, skills, reusable assets, and management tools in support of BPM initiatives within an organization.
• A BPM CC develops, in partnership with other architectural and design groups within an organization, the BPM architectural principles, guidelines and best practices to be used in undertaking BPM initiatives.
• The BPM CC can be a “training ground” for new capabilities within the organization.
BPM CC
Reasons for BPM CC
Reasons for BPM CC
• BPM activities inherently span and impact multiple parts of an organization
• BPM Projects need to be closely coordinated to preserve the architecture, design and process models
• BPM skills are specialized, costly and time-consuming to develop; sharing these skills across initiatives is more cost- and time-effective.
• Providing a centralized repository of reusable designs and components of BPM leads to standard, more stable and faster implementations.
• BPM activities inherently span and impact multiple parts of an organization
• BPM Projects need to be closely coordinated to preserve the architecture, design and process models
• BPM skills are specialized, costly and time-consuming to develop; sharing these skills across initiatives is more cost- and time-effective.
• Providing a centralized repository of reusable designs and components of BPM leads to standard, more stable and faster implementations.
BPM Competency
Centre
People Management
Process Management
Operations and
Environment Management
BPM Solutions and Best practices
repository
BPM Delivery Services
Evaluate design options and
select “best fit”
Create detailed design for
selected option
Develop plan for transition &
implementation
Define sustaining
mechanisms & metrics
Modeling & Design Implementation
Define high-level
conceptual design options
Define guiding principles for
design
Define strategic objectives for
creation of BPM CC
Define BPM CC mandate
Input
Understand current state –
“As Is” delivery of BPM services
Develop governance
framework and interaction model
BPM Competency Centre
BPM CC – The Competency CentreDesign Methodology
Awareness
Adoption
Funding
Training
Time To Build
Challenge Mitigation
Parts of organization are unaware of the BPM CC and do their own thing
Business units are unaware of the benefits and value
Strong communication plan that is meshed into overall corporate communications
build awareness with business managers
Business units refuse to adopt standards put forth by BPM CC
Business units do not engage the BPM CC in data architecture work
Addition of a step in the budget approval process to confirm need for data architecture
Introduction of corporate incentives to projects adopting BPM CC
Reluctance to pay for the “common good” Resistance to BPM CC start-up costs
Build a fixed cost allocation for the BPM CC Project specific costs based on usage of BPM
CC
Resource skill sets must be continually updated to keep pace with changing technology
Build and sustain capability across the organization
Partner with data architecture vendors to provide a training curriculum
Build customized internal curriculums to train resources at various levels
Perception that the BPM CC takes too long to get off the ground
Leverage accelerators to speed up BPM CC build Pilot project quickly to show tangible benefits
BPM CC – The Competency CentreChallenges & Mitigations
Implementing BPM Systems
BPM CC – The Competency Center
Business Process Management
CRM, ERP, KM, ECM systems
DatabasesMainframe Systems
Middleware Platform
Traditional Process Enablers
Data Management Middleware
Communication Middleware
Event Management
Technical Adaptors
Data Transformation
Data Navigation
Application Adaptors
Other Legacy Systems
Transaction Management
Web Services B2B Connectors ESB Work Flow Tools
Process Design Tools
Work Flow enablers
Portal ViewsPredictive Analysis & Reporting
BPM Layer
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Implementing BPM systemsArchitecture
BPM is not a new technology but a convergence / evolution of existing technologies
Separation of design, implementation and management of processes into an independent process layer is achieved using BPM tools and approach.
Any business process can not be captured in a single application or a system. Various forms of middleware is used to integrate applications and data to serve an end-to-end business process.
Human interactions and inputs are integrated with the automated portions of processes via work flow tools Customization to specific industry needs is achieved by using industry specific best practices
Implementing BPM systemsTIBCO Suite : BPM+
TIBCO BPM+ enables end-to-end process management through the convergence of TIBCO's iProcess suite with its SOA, Web 2.0, Complex Event Processing, and Master Data Management technologies.
CRM, ERP, KM, ECM systems
DatabasesMainframe Systems
Middleware Platform
Traditional Process Enablers
Data Management Middleware
Communication Middleware
Event Management
Technical Adaptors
Data Transformation
Data Navigation
Application Adaptors
Other Legacy Systems
Transaction Management
Web Services B2B Connectors ESB Work Flow Tools
Process Design Tools
Work Flow enablers
Portal ViewsPredictive Analysis & Reporting
BPM Layer
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Why TIBCO ? More than 20 years of EA Experience including BPM More Than 1000 deployed customers More than 3 000 000 users around the word Complete solution from Design to Execution up to Monitoring
Recognized leading BPM
Player
Tibco Business Studio
Tibco iProcess
Tibco Business Event
Tibco iProcess Analytics
Tibco CIM
Tibco iProcess Decision Suite
Tibco Active Matrix Suite :Business Work, Service Bus, Policy Manager, Service Performance, Registry, Service Grid, Adapters, …
There are too many BPM suites in the arena. One of the more mature is TIBCO. It is given as an indication not for selling purpose.
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