center of excellence peer to peer forum

Dr. Setrag Khoshafian,C h i e f E v a n g e l i s t a n d V P o f B P M T e c h n o l o g y, P e g a s ys t e m s

Apr i l 11 , 2014

© 2014 Pegasystems Inc. 2

Overview of Session

Introductions

iBPM’s Impact to Your COE

PegaWorld 2014 COE Panel Discussion

COE Benchmarking Exercise

Next Steps


Introductions

Chief Evangelist and VP of BPM

Technology, Pegasystems

Senior Director of BPM Adoption

Services, Pegasystems


Overview of Session

Introductions

iBPM’s Impact to Your COE



Next Steps


Archaic Software & Methodologies (COE) Keeps Hurting Your Business

COMPLICATED SYSTEMS

DISJOINTED CUSTOMER EXPERIENCE

INEFFECTIVE RESPONSE


Huge Disruptive Digital Business Potential …

… but there are challenges … especially for IT

Public Sector interviewees reported that the speed at which new legislation can be deployed is mainly determined by how quickly the supporting IT solutions can be developed. In some cases, even the content of the legislation itself is influenced by what IT can or cannot deliver in time.


Disruptive Technologies are Empowering the Business – and Endangering IT

“Business is able to use their credit

card and provision solutions within

minutes!”


IT Tries to Modernize …

But Why Do Modernization Efforts Fail?


Big Bang Modernization Initiatives

SOA Modernization

Legacy 5 ERP 3 Legacy 6 ECM 1 MDM

Legacy 3 ERP 2 Legacy 4 DBMS 3 DBMS 4


ESB 1 ESB 2

Manually Coded JAVA

Manually Coded COBOL

Equating Modernization to a “Modern Language”


Model-Driven iBPM for The Digital Enterprise


Mobile iBPM

EMPOWER CHANGE & COLLABORATION

Familiar business metaphors accessed through a web browser

Easy forms guide & protect users

Working models replace paper specs & requirements

Automatically tailor user experience to device and channel


What is a Dynamic Case?

Case Subjects Collaboration

Tasks Case Events

Case Business Objectives Rules and Policies

Processes & Dependencies

Case Data

Sub-Cases Case Content

Dynamic Case Management

Case Stages


Social iBPM UNIFIED, CONTEXTUAL, ACTIONABLE, ACCOUNTABLE

Users can quickly

communicate about

issues.

Here, Stephen helps

Manny solve a problem.

Amanda, a new

appraiser, can assess a

claim. Manny creates a task for

Amanda, the new appraiser.

Amanda gets the assignment on her phone.

The conversation and actions are stored in the case for later reference or audit.


Business Rules

Business Events & CEP Big Data

Analytics Decision

Management

Process Intelligence

Business Rules Decisions

Business Events

0110101010111100101110010101001110010101001110010101001

101010101011000011010100110010101001110011001010100111

10101010100010101001110010101001110010101001110010101001

1100010110110010111000010101100101010011100101010011100

000101011100010101001110010101001110011001010100111001

1010011100100101001110010101001110010101001110010101001

00101010011100101100110010101001110010101001110010101

Big Data

… Block

2

Block

100

Block

1

Data Good 1,000

Bad 120

Bad 60

Good 2,500

Behavior Value

1

2

3

4

ID

Predictive

Analytics Past Experience

Predictive

Model

The “i” in iBPM: Intelligent


Business Intelligence to Intelligent BPM

Historic Reports Real-Time Actionable Events & Reports

OLAP Real-Time Process Optimization

Predictive Analytics Predictive and Adaptive iBPM

Bu

sin

ess

Va

lue

Actionable, Intelligent, and Adaptive

Data

Good 1,000

Bad 120

Bad 60

Good 2,500

Behavior Value 1

2

3

4

ID

Predictive Analytics

Past Experience Predictive Model


IT

Business

Customer

The “M” in iBPM: Management

TA: Technology Strategy

Application Servers

ESB – EAI - MOM HR

L

eg

ac

y F

ina

nc

e

ER

P

EC

M

DB

MS

En

terp

rise A

pplic

atio

ns a

nd

Co

nte

nt

Business

Solutions

Business

Innovation

Business

Objectives -

KPIs

Business

Requirements

Business

Change and

Agility

iBPM

Engage

Simplify

Change


IT Modernization, Transformation, and

Digitization with iBPM


CUSTOMER DATA SCIENTIST BUSINESS ANALYST PROCESS IMPROVEMENT EXPERT (BB, GB)

PROCESS ARCHITECT

New Roles for Business Transformation

CPO CCO CDO CMO

:Chief Digital Officer

:Chief Customer Officer

10 9 8 7 6 5 4 3 2 1 0

: Chief Process Officer

Chief Innovation Officer

Chief Transformation Officer

The Chief Digital Officer is essentially the senior executive

responsible for helping the organization transition into the

21st century digital economy and digital society.

Irving Wladawsky-Berger

A chief process officer (CPO) is the senior-most executive …. with

responsibility for an enterprise’s business process transformation and continuous improvement initiative.

Connie Moore

Transformation Roles iBPM


Business Transformation through iBPM

Modernization

Integration Plumbing


Exceptions Case Management

HR Legacy Finance ERP ECM DBMSs


Agility Layer

Process Excellence: Real-Time Lean Six Sigma

Process Centric Business Transformation Customer Centricity

iBPM COE Team

COE

Manager

iBPM COE Leadership

COE

Chairman

Process

Champion(s) IT Exec

Sponsor(s)

Business Exec

Sponsor(s)

iBPM COE

COE

LSA

COE

LBA

iBPM COE – Extended Team

Engage Directly / Guidance

Test

Lead Infrastructure

Lead

DBA

Lead Release

Engineer

Performance

Lead

PM

Project Leadership

Delivery Partner

PM BA QA LSA

Project Team(s)

BA QA

LSA

Pega Consulting Resources

EL

Customer Program

Governance

Go

ve

rna

nce

/ Gu

ida

nce

LBA

En

ga

ge

D

ire

ctl

y

Enterprise

Architect

Governance

Manager Enablement

Lead

Process

Owner(s)

Security

Liaison

COE

SA(s)

Enterprise

Architect

COE

Manager

iBPM COE and Agile Methodology

Customer Service and Support (CSS)

Sales Force Automation (SFA)

NBA Marketing

Empowering the Business to Own the Change


Modernize through iBPM

Service Service Service Service

Legacy 5 ERP 3 Legacy 6 ECM 1 MDM



Infrastructure

IT V

alu

e

Sys

tem

of

Re

cord

Sys

tem

to

Sys

tem

Incr

ea

sed

Bu

sin

ess

Va

lue

Sys

tem

of

Inn

ova

tio

n

Gu

ide

d In

tera

ctio

ns

iBPM



Modernization






Agility Layer



iBPM COE Team

COE

Manager

iBPM COE Leadership

COE

Chairman

Process

Champion(s) IT Exec

Sponsor(s)

Business Exec

Sponsor(s)

iBPM COE

COE

LSA

COE

LBA



Test

Lead Infrastructure

Lead

DBA

Lead Release

Engineer

Performance

Lead

PM

Project Leadership

Delivery Partner

PM BA QA LSA

Project Team(s)

BA QA

LSA


EL

Customer Program

Governance

Go

ve

rna

nce

/ Gu

ida

nce

LBA

En

ga

ge

D

ire

ctl

y

Enterprise

Architect

Governance

Manager Enablement

Lead

Process

Owner(s)

Security

Liaison

COE

SA(s)

Enterprise

Architect

COE

Manager

iBPM COE and Agile Methodology



NBA Marketing



Engage the business at the beginning, and keep them engaged

Business

Technologist


Business Can Own the Change

Yes No

Write-Off?

If…

― Dispute Amount is less than $51

― AND Transaction is not disputed as a fraudulent transaction

― AND Customer has disputed less than two transactions this year

Then… YES: Fully credit the customer without even initiating the dispute (i.e., Write-off the transaction)



iBPM COE Team

COE

Manager

iBPM COE Leadership

COE

Chairman

Process

Champion(s) IT Exec

Sponsor(s)

Business Exec

Sponsor(s)

iBPM COE

COE

LSA

COE

LBA



Test

Lead Infrastructure

Lead

DBA

Lead Release

Engineer

Performance

Lead

PM

Project Leadership

Delivery Partner

PM BA QA LSA

Project Team(s)

BA QA

LSA


EL

Customer Program

Governance

Go

ve

rna

nce

/ Gu

ida

nce

LBA

En

ga

ge

D

ire

ctl

y

Enterprise

Architect

Governance

Manager Enablement

Lead

Process

Owner(s)

Security

Liaison

COE

SA(s)

Enterprise

Architect

COE

Manager

iBPM COE and Agile Methodology Modernization






Agility Layer






NBA Marketing


Think Big, Think Digital …but Start Small

Impact/Risk Matrix:

Less Risk More Risk

Le

ss

Vis

ibilit

y

Hig

h

Vis

ibilit

y

Complexity

Bu

sin

ess

V

isib

ilit

y


Analyze iBPM

Enabled Legacy and

ERP Modernization

Opportunities:

Business Value,

Variability,

Maintainability,

Complexity

Ph

ase 0

Wrap ERP or Legacy

Systems and

Modules

with iBPM for

business value P

hase 1

Modernize and

Replace Custom

Code with iBPM

Continue with

additional Wrap

ERP/Legacy

Modernization

Projects

Ph

ase 2

Rip and Replace

costly ERP systems

and modules

Continue with

additional

ERP/Legacy Wrap

and Modernization

Projects

Ph

ase 3


Sliver Iterations

Transiti

on

Development

Iterations Delivery Planning

Measure and Improve

Stages

Social Collaboration

Cases, Processes, Rules,

Decisions, UI, Integration

iBPM

Real-Time Lean Continuous Improvement


iBPM COE Maturity M

AT

UR

ITY

TIME

Establish iBPM

LOB COE

iBPM Corporate

COE established.

Best Practices

Defined and

Adhered to

iBPM Federated

COE model in place.

Business Maturity

with Common

Processes

1

iBPM Method

Adoption Building

Competence

Business Unit

Process / Rule

Architect

PM Leads

Program

Mgmt.

Sponsors / Steering Committee Overall Oversight and Initiatives Prioritization

2

3 Claims LOB 1

Region LOB 2

Process / Rule

Architect

PM Leads

Program

Mgmt.

4 Project Tread:


Build For Change™…

Time

Conventional Solutions

Ca

pa

bili

ty

iBPM Solution

60-90 Days


Overview of Session

Introductions

iBPM’s Impact to your COE



Next Steps


PegaWorld 2014 Breakout

Center of Excellence Panel Discussion - Best Practices and

Benchmarking

Please join us for an engaging panel discussion consisting of CISCO, Jabil, JPMC and BNY Mellon as

they present their Center of Excellence best practices. Attendees will also have an opportunity to ask

the panelists questions. As an additional benefit, the results of a 2014 COE benchmarking survey will

be shared with the audience, including the details of the panelists' responses. Specifically, come learn

about:

How are the leaders driving Center of Excellence best practices and maturing their operation, what

hurdles did they overcome

Preview where are you and other customers along the Center of Excellence Journey

How can you address challenges and issues with live Q&A with our expert panelists


Overview of Session

Introductions




Next Steps


Benchmarking Survey


Overview of Session

Introductions




Next Steps


Next Steps

Look for an email containing:

Recording link for this session

Link for getting a copy of Setrag’s iBPM: The Next Wave book

Link for taking the benchmarking survey

Please join us at PegaWorld 2014 for:

COE Panel discussion

COE Networking Lunch

Invite for the next Peer to Peer COE forum

Any questions / feedback please contact

[email protected]


Q&A