Stand and deliver bpm v4

© 2011 IBM Corporation

IBM Business Process Management

David A. [email protected]


IBM Business Process Management

Take back your Business and Own your Processes

The New Normal: Change, Complexity, Uncertainty

50%Of businesses plan to adopt more collaborative sourcing models

50 billionDevices connected to the Internet by 2020

$534 billionIn mobile transactions by 2015

$488 billionLost in process inefficienciesin Fortune 500 companies

70% Of businesses outsource oneor more strategic activities

85%Of enterprises use external cloud services

3

© 2011 IBM Corporation4

Responses show organizations experiencing significant change

MoreVolatile

MoreUncertain

MoreComplex

StructurallyDifferent

87% 86% 82%

74%

= to a large or very large extent

Agile businesses have:

• 40% higher EPS growth

• 45% higher ROI

• 10% faster revenue growth

• 2.6X higher return on capital

than their industry peersSource: IBM Institute for Business Value 2010 Global CEO Study Source: 2009 Convergence Index, BTM Institute

CEOs know their Business Processes must be More Agile

AutoLOBCommercial

LOB

HomeLOB

InsuranceCarrier

Agents & Producers

Partners &Re-insurers

Con-sumers

Out- sourced Service

Providers

Financial Institutions 3rd Party

Services

DMV

Con-sumers

InternalEmployees

To orchestrate human tasks…

… and for scalable transactions…

… to increase visibility…

… everything you need to manage end-to-end business networks

… to manage exceptions and cases…

Complexity exists within organizations and the broader business network Companies need end-to-end process management

5


Flexibility

Low cost/time

BuildBuild

BuyBuy

CustomizedUniqueHigh TCOIT bandwidth Reduced time

Initial CostStandard Feature setReliance on vendorResponse to Change

“Third Way”

++-- +

+---

Process-improvement requirements are likely to be unique, which favors build rather than buy. And the timeframes and costs of both are often not compatible with process improvement, so a ‘third way’ is required.

Continuous Process Improvement requires a “Third Way”

BPM


4

5

Customer Problem: Cannot Grow Efficiently Customer Satisfaction

ExecutiveManagement

CustomerService

InvoiceReconciliationTeams

Finance and Ops

AccountAdministration

1

2

3

6

1. Informal tasks and communication (e.g.- paper or email)

2. Inefficient working environment spans systems

3. Inconsistent prioritization

4. Incomplete or inaccurate data flow between systems

5. Lack of control over system and business events (Exceptions)

6. Poor visibility Into process performance

Typical Process Problems without BPM


Benefits: 80% Reduction in Manual

Interactions Faster Issue Resolution

1. Automatically Prioritizes and Routes Work

2. Guides users through decisions

3. Standardizes resolution across geographies

4. Leverages existing systems and data

5. Monitors for business events and initiates action

6. Real-time visibility and process control

BPM

BPM Delivers a Layer for Control and Visibility

ExecutiveManagement

CustomerService

InvoiceReconciliationTeams

Finance and Ops

AccountAdministration


Call Center

Internet

Agency

How Decision Management Works: Customer Acquisition

Make a personalized offer

Trigger agent call back to assist

Seek clarification

Multi-channel quote requests

RespondRespondDecideDecideDetectDetect

Business Rules: Is customer gaming the system?

Event Pattern: Same vehicle ID with different addresses on phone & Web request:

Event Correlations

Insurance multi-channel customer acquisition

Business Rules: Customer good prospect, find best promotion

Event Pattern: Customer requests a series of quotes with increasing deductibles

Event Pattern: 2 web quote requests and 1 direct contact in 3 days

Business Rules: Determine best product

DecisionsDecisionsRulesRulesEventsEvents


Building a collaborative bridge between Business and IT

Modeling

Reports / Analytics

Implementation

Interaction / Forms

Business Leader

Business Analyst

Process Developer

Business Users


Mapping

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

Week13

TestTestGo

LiveDevelopmentDevelopment

Infrastructure Configuration

Definition

Training/ MentoringInfrastructure Deployment

Quickly define, test, and deploy complete BPM solutions

Minimal IT skill requirement

Playback and test exactly how the process will run

Iterate quickly on different process designs

Speed Process Design and Deployment with Rapid Process Iterations


Largest Customer Base• #1 in Market Share* • 5,000 + customers

Strongest Ecosystem• 1000+ business

partners• Global Users group

Unparalleled Expertise, and Level of Investment

• Over 15 years of industry leadership

• 100’s of assets• Broadest, Deepest solution

portfolio & services

Broadest and Most Differentiated Software Capabilities • Simplicity for fast deployment and full business user participation

• Centralized governance for repeatability and consistency• Visibility and Control to continuously improve business operations

• Power through High Scalability, Integrity & Quality of Service • Market Leading decision and rules capabilities

*Source: Gartner, Inc., Market Share: All Software Markets, Worldwide, 2010, March 30, 2011

Why IBM for Business Process Management?


Consider a Discovery Workshop

Explore a Quick Win Project

ibm.com/bpm

Next Steps

http://w3-103.ibm.com/software/xl/portal/viewcontent?type=doc&srcID=XW&docID=S774810T77992H92

http://w3-103.ibm.com/software/xl/portal/viewcontent?type=doc&srcID=XW&docID=S774810T77992H92

http://www-01.ibm.com/software/websphere/products/business-rule-management/quick-win/

http://www.ibm.com/bpm


Thank you!


2-3 day discovery and exploration session

Led by a team of IBM BPM “continuous process improvement” experts

Team IBM delivers a follow-up summary session and provides a report of findings and recommendations

15

Consider a Discovery Workshop

Benefits

Formalize initiative objectives, scope and high level requirements

Materialize solution and associated value and risks

Define Initial project Implementation timeline and resource schedule

Solution Summary as communication tool internally and with Team IBM


Express Standard Advanced

Process Server (by PVU) 438 876 1030

Process Center (by PVU) 644 1290 1550

Process Designer (by Seat) 5300 5300 5300

Integration Designer (by Seat) n/a n/a 4270

561

826 543

340

Trade Up Trade Up

IBM BPM v7.5.1 List Pricing (as of January 2012)


What It Offers

Insight into processes

Evergreen documentation

Rich template library

Benefits

Easy for novices, rich for experts

Keeps everyone current and engaged

Participation of Business and IT

17

IBM Blueworks Live: Blueprinting a Process


IBM Blueworks Live: Process Template Library

What It Offers

Search library by process title or description keywords

Jumpstart process discovery by leveraging best practices

Pop-up help gives immediate description of each template stored

Business and IT Benefits

Faster time to value by not having to start from scratch each time

Ability to leverage BPM expertise from external sources


19

IBM Blueworks Live: Private and Public Activity Streams

What It Offers

One place to view all of your process info

Ability to exchange information with your teammates

Access to BPM expertise

Business and IT Benefits

Single view of all of the important activity in your account

Ability to leverage BPM expertise from everywhere

Easy mechanism for staying informed on all process topics of interest


‣ Simplify design using a single environment for building all process elements (diagrams, forms, rules, services)

‣ Aggregate all diagrams, implementation details, in-flight process state, and historical performance data together in the same model

‣ Engage the business to confirm business requirements through “playbacks”

Process Designer organization of components

Process application “Playback”

Single Environment to “Model for Execution” with Instant Deployment


21

Performance Data Warehouse

1

2

3

4

1. Single BPMN model drives monitoring as well as execution

2. Data analysis performed continuously on-the-fly

3. Real-time visibility to tasks, SLAs that may be in jeopardy

4. Visualize “hot spots” on diagram

and drill down for insights

Continuously Improve Processes with Inherent Visibility

Gather and correlate process metrics and business data for continuous improvement

Stand and deliver bpm v4

Documents

Transcript of Stand and deliver bpm v4