Susanne Rauer & Ricardo Correia - Presentation

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1/11/2011 10:53 AM

Page 1CBA BPM PoC 2 - Process Excellence

26th Oct 2011

Susanne Rauer

Ricardo Correia

Managing Business Processes & Change

Driving successful business transformation

and improvement initiatives

Practitioner case study: Excellence in BPM


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? CBA set out to develop an understanding of the people,processes and technology needed to deliver business value

through BPM.

? Alignment to strategic objectives and initiatives.

? New organisational capabilities are required to be

successful.

? A process-centric approach to solution delivery will provide a

foundation for a customer-to-customer (C2C) view with real-

time visibility of process performance.

? Co-existence with technology assets demonstrated.

A challenging journey that requires strong sponsorship throughoutA challenging journey that requires strong sponsorship throughouA challenging journey that requires strong sponsorship throughoutt

Key Objectives


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Benefits Features

Improved business process

efficiency

Visibility of process performance in real-time

Guided insight into process improvement opportunities

Simulation and comparison of process change using

execution data

Improved business process

effectiveness

Process participants are guided through managed

customer-to-customer processes

Real-time visibility of impending service level breaches Right the first time through reduced rework

Improved customer

experience

Ability to measure process performance relative to

customer expectations

Actively managed, standardised processes

Ability to effect business

change more efficiently

Processes, activities and metrics are defined in a single

repository Reuse of processes

Closer collaboration between business, PE and IT

Key Benefits


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Key Success Factors

? Business? Increase business agility and product and service time-to-market

? Increase business insights to reduce costs and increase revenue

? Increase Customer Satisfaction and quality of service

? People & Organization

? Identify the new roles, responsibilities & structure? Identify Organisational Change Management (OCM) impacts

? Identify training and development needs

? Define operating model impacts

? Process (Methodology)

? Identify the methods for implementing & improving managed processes

? Define the types of models and how they will be used (model for execution)

? Develop a view ofre-use across the CBA Group


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People & Process First

5


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6

Planning &

ImplementationRepositories

BPMDeveloper

ArchitectsDeveloper

Business SME

Business

ProcessOwner

ProcessExcellencePractitioner

BPMAnalyst

Business SME

ProcessExcellencePractitioner

InformationArchitect

TestingSME

Org ChangeMgt SME

Business SME

Domain

Architect

BusinessExecutives

ProcessExcellenceExecutive Org Change

Mgt SME

Architects

Typical Roles in the BPM Lifecycle


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Walk the Talk


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Provide paperapplication to

customer to complete

Advise of privacy actand permission for

credit check

Carry out pricingdiscretion

Send paperapplication to PLDC

via fax

Verify if applicationwithin authorised

persons delegatedauthority

Conduct serviceability

assessment

Approve go tocreate contract

Decline draft declineletter and send to

branch to issue tocustomer

Draft a loan scheduleand send to branch

Verify supportingdocuments fromcustomer

Provide loan

documents tocustomer to sign

Apply limit

Obtain dualauthorization

Set correspondence

recipient Provide customer with

documents

Mail documents forimagining

Record interaction

In our PoC, we started with the Overdrafts process, that has

very limited automation and control ...

Activities implemented in CommSee

Activities implemented manually

Manual metrics and monitoring


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Input Application

Advise of privacy act

and permission forcredit check

Send Application toPLDC

Capture payslip

information

Carry out pricingdiscretion

Verify if applicationwithin authorised

persons delegatedauthority

Conduct

serviceabilityassessment

Approve go tocreate contract

Decline draft decline

letter and send tobranch to issue tocustomer

Draft a loanschedule and send

to branch

Verify supportingdocuments from

customer

Provide loandocuments tocustomer to sign

Apply limit

Obtain dualauthorization

Set correspondence

recipient Provide customer with

documents

Mail documents forimagining

Record interaction

Activities automated in CommSee

...and proceeded to model, implement and control the tasks

within our branch applications and BPM

Activities automated in TeamWorks

Out of scope for PoC

Activities implemented manually

Automated metrics and monitoring


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Demo

CommSee

Lombardi

Personal Overdraft Process


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? The platform has gone live and we are currently working on deliveringspecific metrics for the first process implemented.

? The introduction of BPM has allowed us to take a process which was

previously predominantly manual (and took weeks to process) to a fully

automated and managed process which now takes days even hours

to complete.

? Visibility of the process is now possible due to the BPM BAM capability

allowing the business to get clear metrics on how many processes started

per day, how many went to completion, how many have stopped in the

queue and why and what the course of action is to successfully complete.

? As a result of the first successful project in production ourearly adopterpipeline is looking healthy.

Business Impact


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Clear sponsorship

People & process first

Business engagement all the way

Clear roles & responsibilities in workshops Mini playbacks between main playback

Be cognisant of precious stakeholder time

Go slow, start small get it right

Key Lessons Learned


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Planning Considerations

Input Considerations

Financial Maximise ROI in first 12 months whilst ensuring longer term objectives

are not compromised.

Strategic Initiatives Objectives: digitisation, workflow and work item management.

Multi-Entity Banking.

Standardisation Accommodating process variance has a direct effect on

implementation and ongoing costs.

Capability Development Building organisational capability and managing change requires a

concerted effort over time.

Release Cycle May not always be able to deliver C2C solutions in a single release.

Enterprise Platform Need to ensure that suitable infrastructure and environments are

delivered in required timeframe.


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Guiding Principles for Implementation Planning

1. Focus on business areas that currently have little automation

2. Remove paperand providing basic workflow initially

3. Stick to relatively simple processes, dont try to implement all process exceptions.

4. Availability ofprocess owner and business SMEs is critical.

5. Restrict integration with existing systems to frequent activities.

6. Use process analytics to direct investment.

7. Dont accommodate variance that isnt mandatory.

8. Create solutions for multi-entity where a case exists.

9. Standardise processes and identify re-use opportunities

10. C2C coverage desirable, but not always possible in a single release.

Susanne Rauer & Ricardo Correia - Presentation

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