capgemini cisco gssc ibpm design patterns final … make them loyal to an organization or cause them...
Post on 07-Jun-2018
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3 Years of Transformation Research …The collaborative work synthesizes three years of research by MIT and Capgemini Consulting on Digital Transformation
One of the 30 resulting principles from the Study is about intelligent design; that principle is called ‘Think Design’
Customers and employees interact, transact and work with organizations through a growing myriad of channels. Their experience during these interactions make them loyal to an organization or cause them to leave forever: it’s a key differentiating element. To create the right stage for customer and employee experiences, turn to Design Thinking. Make sure that you apply it throughout your transformation efforts, including the design of your services and processes. Build the right consciousness, desire and capability to design and deliver compelling experiences, from a radical outside-in perspective.
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Process and BPM are Key Pieces in an Adaptive and Agile Company
To get adherence for intelligent design, an organization must follow design patterns
Intelligently design the transformations with a focus on business agility, re-usability (to address future complexity) and capability maturity.
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Cisco BPM Adoption
Capgemini identifies Pega as possible BRMS platform for Cisco and introduces
Capgemini delivers rigorous Pega Proof of Technology for EA
Cisco selects Pega as BPM / BRMS platform
Capgemini advocates the establishment of Enterprise BPM Competency Center to enable organization adoption.
Capgemini operationalizes the Enterprise BPM Competency Center. Awarded PegaWorld 2013 Thought Leadership Award for Cisco Systems
GSSC selects Pega for Command Center platform.
Capgemini contributes design review and performance enhancement for GSSC Command Center RMA
Capgemini begins establishment of the first Federated BPM CoE for GSSC
Capgemini delivers PoC for:•Collections•Service Discount Guidance•Tax Exposure Mitigation•Annual Policy Renewal…more
Capgemini delivers multiple successful releases for Sales Discount Guidance
Capgemini delivers effort for SCoRE
Capgemini delivers effort for Collections -ICMS
Adoption Strategy
Services Supply Chain Asset Delivery
Adoption Asset Delivery
Commerce Asset Delivery
Finance Asset Delivery
Pegasystems delivers GSSC ARCH development. Capgemini operationalizes enterprise
support model for all Cisco Pega deployments
Capgemini Begins SortP Development
Capgemini delivers effort Supply Chain
Supply Chain Asset Delivery
Gartner Awards Cisco GSSC with BPM Excellence Award
Channel Partner Asset DeliveryCapgemini leads effort Channel Partner Enablement
Dozens of Successful Deployments across 7 Discrete Business Entities within 2.5 Years of Cisco/Capgemini/Pega Partnership
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Business Process Architecture (BPA) Process View
6
BPA
Document / Understand Socialize Identify / Govern
Intake Approve Execute
Taxonomy / Hierarchy Framework Modeling Notation
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The Framework is a linking of Business Processes into a taxonomy structure
Level 1 - The critical core business processes that:• Are in a non-Segment based business process organizational hierarchy• Encompass the major categories, within each Value Stream, that produce an End to End Process• Provide a framework that is not constricted by function, geography or company boundaries
Level 2 - The process categories within an End To End Process that:• Represent the major steps and supporting processes that combine to create the top level End to End Process• Provide for a high level grouping of related processes
Level 3 - Logical breakdown of business process groups as defined in Level 2 that:• Separate the related processes into groups of similar activities or actions• May contain
• Individual processes that lead to different outcomes • Different processes for completing the same action
Level 4 – A self contained work unit that represents a single step in an End to End process that:• Identifies a triggering event to initiate a set of actions and decisions• Contains an measurable event or outcome that indicates the process has
completed.• Includes a series of logical steps and decisions based on achieving the
outcome.• Provides logical alternative routes and endings.• Identifies processing groups and roles uniquely assignable to the process
Level 5 - The work instructions related to a single process box in a process flow that:• Provides a user with step by step instructions to
complete an action • There can be many scripts related to an individual
process box (e.g., standard journal entry, multi currency entry, intercompany , etc..)
End To End ProcessLevel 1
End To End ProcessLevel 1
Major ProcessLevel 2
Major ProcessLevel 2
Business ProcessLevel 3
Business ProcessLevel 3
Process StepLevel 4
Process StepLevel 4
Work InstructionsLevel 5
Work InstructionsLevel 5
Business Process Architecture -Taxonomy Structure Definition
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Cisco’s Adaptive Enterprise Model
Business
Operations
Systems
Technology
Business ModelsUser Interaction and Transactions
Business OperationsCapabilities and Services
ApplicationsServices Delivery
Platform Building BlocksNetwork as the Platform
Service Levels
Entitlement
Decision Support
Transactions
Validation
RE
QU
IRE
ME
NTS
Sense and Respond
Business Intelligence
Modelling and Simulation
Process Enablement
Maps and GIS
B2B and Webservices
CA
PAB
ILITIES
Policy Analytics
Data
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Business Operations Platform Imperative
Strategy
Organization
Infrastructure
Software
“It is not uncommon for an IT organization to take 5 or more years to make significant enterprise-wide changes; this pace just doesn’t support the business initiatives required in a competitive market.”
1- 2 Years
3 – 6 Months
6 - 10 Years
6 - 10 Years
The Business Operations Platform Imperative,
bpm.com
Cisco Confidential 10© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Managing Over 100,000+ Network Devices in More
Than 75 Countries
3500+ Video Endpoints, 800,000+
IP Phones, and 3200+ UC Servers Managed
28+ Years of Innovation Leadership Supporting
Complex Networks
Cisco Services: Scalable Coverage, Deep Experience• Covering 128 countries• 1300+ depots• $6B+ in spare parts inventory• 840,000 parts delivered annually• 250,000 service requests quarterly• Engineers average 5+ years of industry experience
Cisco Services
HOME
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Global Service Supply Chain (GSSC) iBPM Business Case
Business Objectives The Challenge GSSC VisionMeet Customer SLA’s
I.e., 2hr, 4hr, Next Business Day
Scalable Business, flat cost 10% YoY RMA growth 6% Revenue Growth
Reduce Time To CapabilityMonths-to-Minutes
ERP maintenance Costly Change is time-bound
Business agility blocked by systems flexibility
Proactive Service Supply Chain
Real-time visibility to processes
Management by exception
A platform for collaboration
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Elements of an informed iBPM Style
Pace Layering Meet in the Middle Business Technologists CoE Business SMEs evolving
applications in real-time Solve Business Problems
Governance Best Practice Reuse / Industrialization
Liberate business process from monolithic ERP
Business + IT working together
Applied iBPM: Concept to Reality
Systems of Innovation
Systems of Differentiation
Systems of Record
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Systems of Innovation
Systems of Differentiation
Systems of Record
SO
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Pro
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SO
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Res
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GSSC Business Operations PlatformPowered by Pega7
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Origins of the “Design Pattern” NotionThe term originated from “architecture” i.e., buildings and cities.
General purpose language, within a domain specific context, to describe archetypes and reusable components.
1995 book “Design Patterns: Elements of Reusable Object Oriented Software” by the “Gang of Four” becomes a canon for software design.
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What is a Design Pattern?• A Design Pattern is simply a template!• The patterns themselves address issues of
• Functionality- what an instance performs• Aggregation- what operations can be performed across a collection of
related instances• Delegation – when one instance gives up control to another instance• Consultation – when one instance consults some external instance without
ceding control
• Design Patterns need not be purely technical
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Design Patterns for Reusable iBPM
Process-Oriented Business Function+
iBPM Capability
Examples:Customer Care Agents, Incident Response Team
Examples: Business Rules Engine,Case Management Tools
iBPM Design Pattern Examples:Incident Management
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iBPM Design Pattern Categories
Categories of Design Patterns
Category Explanation
Sample Patterns
Business Process Origination Business applications wholly contained within the BPM platform
• Routine Work Automation• Agent Processing• Non-Routine Work Automation
Business Process Monitoring BPM platform applies its rules engine and collaboration capabilities in a monitoring capacity
• Sense and Respond• Analyze and Report• Wrap and Renew
Business Process Improvement Process visibility, metrics and analytics enable process improvement activities
• Decision Strategy• Incident Management• Root Cause Analysis
Content Management Project artifacts, process artifacts, and reference data are wholly managed within the BPM platform
• Document Management• Correspondence Management• Master Data Management
Transaction Management Case Lifecycle Management enables end-to-endtransaction management
Application Composition The ability for users to interact with you processes whenever and wherever appropriate
• Headless Rules Engine• Webservice Integration Point• User-defined application experience
• Receive • Respond • Route• Research • Report • Resolve
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Wrap and Renew
Dynamic Receipt and Disposition (DRD)• Incident Management Implemented FY13• Asset Recovery Command Hub implemented in FY14
Primary “work” of Asset Recovery function outsourced• ERP/B2B Still Drives Business (Accounting)• Same Asset Recovery Team/Same Tools
- add RADAR/BEE case mgmt.
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Headless Rules Engine
Service Order RMA Tool Processing (SORTP)• Legacy Applications call Pega
WS for Validation• Validation Rules are 100%
administered by the business
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Install Foundation Extend the Platform Reap Rewards
• Command Center: Order-to-Return• End-to-End Visibility• Incident Management (ITIL)• Problem Management (ITIL)
• Command Center: Source-to-Stock• Prioritize work
• Inventory Availability
• Asset Management• Branch Workstreams
• RMA Demand Management• Headless Rules Engine
• SORT Resolve/Routing• Cust Sat (fewer holds)
• Savings
• Efficiency
• Dynamic Receipt and Disposition• Reduce TPL Cost
• Accelerate availability of Critical Parts
“Command Center” Pattern
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