Software Group

BPM 11 Habits, IBM BPM Overview and Demonstration

Bill.Hahn@us.ibm.comSr. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist

http://IBMBPMDemos.com for more information and resources

© 2010 IBM Corporation

11 Habits for Highly Successful BPM Programs

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BPM allows us to focus on our most critical

business priorities first.“” — Eric Keller, CIO, Sirva

Keynote Presentation, Driven Online 2009.

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Levels of BPM Success

What Habits will help an organization move up these levels?

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Successful Projects/ Delivery

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• Don’t forget the focus should be on business value

• Be willing to make trade-offs for the first release

Habit #1

Prove business value first

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Iterative Implementation Methodology

Mapping

Week 1 Weeks 2-3 Weeks 4 to 10Weeks 11 to 12

Week13

TestTestGo

LiveDevelopmentDevelopment

Infrastructure Configuration

Definition

Training/ MentoringInfrastructure Deployment

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Habit #2

Make BPM about Productivity AND Visibility

• Metrics, KPI’s and SLA’s should be part of the DEFINE Phase

• Don’t scope OUT metrics

• Remember visibility is critical to IMPROVEMENT

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AUTOMATION/ORCHESTRATIONFunctionally-centric

Workflow/People-intensiveInter-organization

Workflow/Routing

Coaches/UI

Escalations/Notifications

How are our customers using BPM?

VISIBILITY

Cross-functional

Event-based

Intra-organization

Referred to as BAM

Tracking

Metrics

Alerts

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• Iterative Approach….. Continuous Process Improvement

• Phases 2,3 or Versions 2,3 will always happen

• Trade-offs (but don’t trade-off the metrics!)

Habit #3

Never “One and Done”

Range oftraditionaloutcomes

Traditional build programsComplex tooling

IT-centric developmentBig-bang deployment

Month 0 Month 606 12 24 36 48

BPM Accelerates Better Business Outcomes

Programinitiation

Month 0 Month 606 12 24 36 48

BPM Accelerates Better Business Outcomes

Programinitiation Plus: Faster cash returns$

$

$

$

$

Targetedoutcome

BPM build programsModel-driven tooling

Integrated developmentIterative deployment

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• Requirements documents are not process analysis

• Don’t over-do the initial requirements (Define) phase

• Include Process Analysis skills on your team early

Habit #4

Don’t Skip Process Analysis

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• A project longer than 90 days is not a failure

• Self-sufficiency can extend project time-lines

• Timelines can be dependent upon the sophistication of the process

Habit #5

Take the Time to Deliver Value

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Successful Projects/ Delivery

Growing BPM Team Competency

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• Java (.NET) developers aren’t all you need

• Have the right mix of resources on the team

• Identify good pools of talent for developers (BPMC’s)

Habit #6

Build a complete team

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IBM BPM Roles – Project ScaleProcess Improvement Expert

BPM Expert

IT/Technical Expert

Supporting Roles:

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• Don’t allocate partial human beings

• Make sure all of the right skills are represented

• Don’t mix self-sufficiency with tight deadlines

Habit #7

Make self-sufficiency a priority

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Education is a Key to Self Sufficiency

‣ Role-oriented training vs. “one size fits all”

‣ Ongoing training & testing at multiple maturity levels

‣ Mentoring to learn application of skills

BPM DevelopersBPM Analysts

BPM Administrator(s)

Level 1

Level 2

Level 3

BPM ProgramManager(s)

TechnicalArchitects

Missing or insufficient skills can lead to slow adoption, lost value … or complete failure Recommendations:

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Successful Projects/ Delivery

Growing BPM Team Competency

Leveraging BPM Across the Enterprise

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• BPM is about Continuous Process Improvement

• BPM should be programmatic (programs spanning projects/LOBs)

• Funding model should contemplate Projects and the Program

Habit #8

Fund to value … not first release

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Tying BPM to Corporate StrategyBPM Pipeline (Executive Review)

Corporate Initiatives BPM Process Analysis BPMProofs of Concept

Initiatives “Optimized

Global Cycle Plan “

Process Decomposition (IBM Blueprint)

CorporateStrategies

BPMProjects BPM

Deployments

Demonstratable BPM Process (WebSphere

Lombardi)

Executable BPM Process

Application (WebSphere

Lombardi)

Deployed and Measured BPM

Process (WebSphere

Lombardi)

Receivables

Distressed Shipments

• Detailed Costs and Benefits

• Process Metrics and Scoreboards

• Legacy Integration

• Fully Costed Deployment Plan

• Increasing level of process definition at each stage• Steering Committee approval promotes projects from stage to stage

• Hi Level Business Case

• Operations Buy-in• SLA’s • Process Roles• Team Members• Integration Points

Identified• Development

Cost Estimates

• Tracked Business Performance

• In-Process Application

• Real Time Process Measurement

• Process Simulation and Optimization

• Ongoing Process Improvement

• Value Proposition

• Organizational Stakeholders

• Systems• KPI’s• Key Error States• Process Priority

Global X – Order to Delivery

Greenlight one: Financing

Business Planning BPM Planning & Execution

Strategy“xx% Throughput Improvement by

20YY”“Decrease Cycle

Time to xx months by 20YY”

Global Initiative

Merger with X

The 1 Year

Movie

Common- ality Hub

ABCMaster Sched.

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Back Office

Productivity Target

Front Office

Internal

Processes

Participants

External

Operational Processes Customer Facing Processes

• New Hire On-Boarding

• IT Services Catalog

• Under-Writing

• Product Setup

• Product Sales

• Dispute Resolution• Loan Due Diligence

• Compliance

BPM Opportunity Landscape

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Prioritization MatrixPrioritization MatrixBusiness Process Management

                 

  Project Name   Project 1   Project 2   Project 3    

                   

  Project Qualification                

Project Benefits 30% 3.85  0.00  0.00   

Compliance Requirements 35% 2.50  0.00  0.00   

Process Management Maturity 20% 4.75  2.75  0.00   

Project Size & Complexity 10% 3.00  0.40  0.00   

Project Implementation Readiness 5% 4.00  4.05  0.00   

  Overall Project Score (weighted) 100% 0.00  0.79  0.00   

                   

                   

                 

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• Consider carefully for the first project

• Co-locate team members from business and IT

• Leverage the Playbacks

Habit #9

Force collaboration

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Confidential

Playbacks Drive Engagement

Confidential

VP, Pharmacy Operations

Call Center ManagersProcess Developers

Confidential

“The Picture Is The Process”

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• Processes are business-owned

• BPM is the discipline/program

• BPMS is the enabling technology

Habit #10

Establish the owners

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• Create regular internal communication about progress

• Use videos, wikis, portals to “show off” new processes

• BPMS is the enabling technology

Habit #11

Market your work

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11 Habits That Drive BPM Success

‣Make Projects/Delivery Successful• Prove business value first

• Make BPM about Productivity AND Visibility

• Never “One and Done”

• Don’t Skip Process Analysis

• Take the Time to Deliver Value

‣Grow the BPM Team Competency• Build a complete team

• Make self-sufficiency a priority

‣Leveraging BPM Across the Enterprise• Fund to Value…. not first release

• Force collaboration

• Establish the owners

• Market your work

So what’s next?

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BPM Roles-based Development – Rapid, Agile and Iterative

Worker

BPM Developer

Business Analyst

Manager

Administrator

Process ModelerBPM

Shared ModelProcess Center

Process Designer

Process PortalAdmin Console

OptimizeDesign

Execute

Process Inspector

Process Designer

Process Optimizer

Process Portal

Scoreboards

UI Screen Flow Coaches

• Collaborative platform

• Iterative, shortened development cycle

• What you model IS what is executed!

• Single, Shared process model

• Lower technical effort (less time, cost, risk)

• Simplicity with Sophistication(Attractive to BOTH Business and IT)

Integration Developer

Integration Designer

BlueworksLive.com

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IBM BPM In Action

Simplicity with Sophistication: “Business friendly while IT Savvy”

Power with Integration Middleware

Visibility for Business Stakeholders: Dashboards, reports and more

Governance throughout Design-time and Runtime

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The simplest way to get started with BPM

Process Discovery“Modeling for Documentation”

The quickest way to deliver robust process applications

Process Implementation“Modeling for Execution”

http://BlueworksLive.com

IBM Business Process Mgr v7.5

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Confidential

BPM Process Discovery & Modeling in the Cloud

• Blueprint Process Modeling for inventory & mapping

• Knowledge sharing & collaboration

• Process analysis & prioritization

BPM Process Modeling & Implementation• Rapid process application development• Continuous process improvement• BPM program management

Education, Enablement and on-demand Services• Quick Win Pilots• Role-based education & mentoring• Expert Services when and where they’re needed

Links to Your Next Steps…IBM BPM Delivery CapabilitiesIncluding Education and Enablement Services

http://BlueworksLive.com

http://IBMBPMDemos.com

http://www.ibm.com/developerworks/websphere/services/