LEARN. NETWORK. DISCOVER. | #QADexplore Implementing Business Process Management: Steps to Success...

LEARN. NETWORK. DISCOVER. | #QADexplore

Implementing Business Process Management:Steps to Success

WCUG – November 18, 2014

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The following is intended to outline QAD’s general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, functional capabilities, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functional capabilities described for QAD’s products remains at the sole discretion of QAD.

Safe Harbor Statement

Implementing Business Process Management: Steps to Success

Agenda


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First … A Quick Update Six Implementation Phases

Assess Design• BRDs

Model Implement Monitor Modify


First … A Quick Update

Business Moments: Transient Opportunities Exploited Dynamically


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BPM 2.0 (September 2014)• Replace Biz Rules with Corticon• Simulation• Add New Supply Side Processes• Easy-On-Boarding Integration• Embedding BPM to OpenEdge


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Define and Determine Results

Adapt Quickly to Changing Market Conditions

Corticon

7 © 2011 Corticon Technologies, Inc. All rights reserved. - Confidential

Better, faster decisions by automating business rules• Automate manual decision

making processes• Transform inflexible legacy

system processes

Patented “no-coding” rules engine• Reduce development and

change cycles by 90%• Rules integrity technology

guarantees accurate results


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Corticon Rules Engine


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Simulation


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Customers

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Six Implementation

Phases

It’s All About Processes


Direct Value/Core

Indirect Value/Support

EnterpriseApplications

QAD BPM

EnterpriseApplications

Type of Process

Solution

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Are your processes clearly defined? How were they defined? What tools or approaches were used? How do you currently manage your

processes today? Is the indirect organization really ready for

process automation?

Readiness Assessment


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Implementation Methodology


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QAD BPM


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Project CommitmentForm Core BPM Process

Project Team

Design

Assess

Implement

Model

Iterate

Modify

Monitor

Continuously Adapt And Promote Success

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”Capturing business intent through documenting and creating basic models for

the business goals, objectives, and strategy.”

Assess


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1. Assess

Sample Selection Criterion• Clear and direct linkage to management

objectives• Consider value of process to business and

its health• Focus on eliminating a key system

constraint.


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1. Assess

• Discover process issues in organization• Uncover structural problems, poor controls,

and people issues• Define cause of quality and inefficiency issues• “As-Is” or current state scenario• Trying to describe

- What takes place- Who does each task- How long- How frequently- Error types- Costs

Mapping “As-Is”


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1. Assess

• Current or “as-is” state from assessment phase + interviews + gap/root cause analysis = what process should be

• Focus on business need and how processes and associated workflows can best meet need

• Reduce number of problems over lifetime of process

• Link to outcomes- Improve customer satisfaction, decrease costs or

cycle times, or increase service level agreement achievement

Design


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2. Design

• Solve business problems• Ensure that a correct and efficient

conceptual design is prepared - Multiple options

• Customer needs well understood and achieved

• When needs vary, process allows flexibility

Evaluating Design Options


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2. Design

Process as a Whole− Process Owner− Purpose− Customer

Each Activity− Roles− Resources− Data− Duration

Other BRD Considerations− Business Dependencies & Constraints− Training− Acceptance Test Strategy

BRD: Business Requirements Document


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2. Design

• BPM results in change• Want to ensure changes are positive –

mistakes are costly• Process changes can be very disruptive –

understanding impacts and benefits (or flaws) prior to implementation makes it easier to communicate and gain acceptance (or avoid)

• Part of evaluation and decision process

Model


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3. Model

• Can be simple … a series of diagrams on a whiteboard and a paper-based run-through of a scenario

• Benefits:- Analyze modeling scenarios faster- Effective use of limited resources- Improve team productivity- Help to understand critical process attributes- Assist in modification of attributes- Provide visual feedback for rapid assessment- Help and help to increase customer satisfaction.

Simulation


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3. Model

Implementation Phase• Installing new process• Requires very detailed change

management planning• Coordination with all stakeholders• System changes


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4. Implement

Implementation Plan Schedule


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4. Implement

• Post-execution optimization is based on analysis of actual as-performed metrics (live data)

• Key performance indicators (KPIs), data, and qualitative measures- Worker feedback- Surveys

• Link to design objectives• Browses, alerts, business rules and escalation

mechanisms validated in real life.

Monitor


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5. Monitor

• Balancing profit, growth, and control• Balancing short-term results against long-

term capabilities and growth opportunities• Balancing performance expectations of

different constituencies• Balancing opportunities and attention

Business Motivations


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5. Monitor

Data analyzed from KPIs and current activity monitoring

Trends and associated impacts from other processes

Process bottlenecks are identified Goal is to move process inefficiency to an efficient

and balanced process that supports defined KPIs

Modify Optimization


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Modification Considerations Time Frame Scope

6. Modify

• BPM v2• Six Steps

- Assess- Design- Model- Implement- Monitor- Modify

Summary

Project CommitmentForm Core BPM Process

Project Team

Design

Assess

Implement

Model

Iterate

Modify

Monitor

Continuously Adapt And Promote Success


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Questions?

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