IBM Global Business Services



Business Process Management
                     g

From Strategy to Reality:
Pulling tact...
IBM Global Business Services Business Services
                  IBM Global



    A ‘level-set’ view of BPM will help us ...
IBM Global Business Services Business Services
                  IBM Global



    BPM encompasses many things, such as me...
IBM Global Business Services Business Services
                  IBM Global



    The three core BPM components can each ...
IBM Global Business Services Business Services
                  IBM Global




    Why should organisations pay attention...
IBM Global Business Services Business Services
                  IBM Global




    A staged BPM life-cycle provides the f...
IBM Global Business Services Business Services
                  IBM Global




    Case Study: Lands NSW – Industry wide ...
IBM Global Business Services Business Services
                  IBM Global




    The challenge – how to bring a 19th ce...
IBM Global Business Services Business Services
                  IBM Global



    The possibility of the technology outst...
IBM Global Business Services Business Services
                   IBM Global



     In order to realise the potential of ...
IBM Global Business Services Business Services
                   IBM Global



     Two processes were re-designed – this...
IBM Global Business Services Business Services
                   IBM Global



     The results on the Lands NSW example ...
IBM Global Business Services Business Services
                   IBM Global



     BPM is the mechanism by which the str...
Upcoming SlideShare
Loading in …5
×

Case Studies Using Process as the Lever for Enterprise Change

358
-1

Published on

Case Studies Using Process as the Lever for Enterprise Change. Presenter: Richard Wilson

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
358
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
19
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Case Studies Using Process as the Lever for Enterprise Change

  1. 1. IBM Global Business Services Business Process Management g From Strategy to Reality: Pulling tactical levers to realise your business strategy IBM Insight Forum August, 2009 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  2. 2. IBM Global Business Services Business Services IBM Global A ‘level-set’ view of BPM will help us to understand the context and business value of the approach Business Process Management - Actively management - Continuous improvement focus - Making M ki process performance explicit f li it Processes aren’t Bottlenecks Limited visibility documented prevent efficiency into performance Complex hand-offs cross Process change KPIs not defined multiple processes is cumbersome 2 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  3. 3. IBM Global Business Services Business Services IBM Global BPM encompasses many things, such as methods and systems for process modelling, workflow, or performance management….. “A discipline that optimizes the performance of end to end business processes A end-to-end (interdepartmental functions, partners, suppliers and service providers)” Gartner 2009 Business Process Business Process Business Activity Analysis (BPA) Execution (BPE) E ti Monitoring M it i (BAM) Design and simulate Automate and Track performance, business processes orchestrate processes processes and operational across applications activity using key and systems performance indicators Pre-built industry accelerators Accelerate delivery of composite applications using process, services, and data assets n As io s es vis Established Methods, Standards and Governance accelerators s En Process governance Opt e tim fin De ize Execute Improve quality & agility, reduce risk, and manage change better 3 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  4. 4. IBM Global Business Services Business Services IBM Global The three core BPM components can each deliver business value on their own, and aggregated value when used together Business Process Business Process Business Activity Analysis (BPA) Execution (BPE) Monitoring (BAM) Business user owned & led Business & IT collaboration Business user owned & led Visualise, analyse, quantify & Leverage BPA models measures improve business operations, Link back-end IT system Leverage Key Performance Support alternate business measures Execute automated processes views Graphical dash-board Capture measures for Monitor Identify relationships Alerts triggered from measures Administer automated process Single point of truth exceptions, user roles, ti l ‘Actual’ operational metrics data Actual permissions and access rights for continuous improvement Accelerate IT deployment via re-useable process assets bl t Start here to maximise Start here to automate Start here to automate business value and process execution process insight control of improvements ASAP ASAP 4 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  5. 5. IBM Global Business Services Business Services IBM Global Why should organisations pay attention to process? Link strategic intention and operational effectiveness + Link organisation components – ore people, process and t h l l d technology – t to 75th actices Sco Percentile +8% +20% create performing organisations and above Define the organisation structure gement Pra needed to meet the organisation’s goals 25th Leverage synergy between process Percentile 0% +2% 2% Manag design and organisation change and below management with IT development - Intensity of IT Development + 25th 75th Percentile Percentile and below and above Source: Dorgan, S.J and J. J. Dowdy (2004), “When IT lifts productivity”, McKinsey Quarterly, No. 4. 5 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  6. 6. IBM Global Business Services Business Services IBM Global A staged BPM life-cycle provides the framework for business driven BPM The BPM life-cycle needs to be deployed with proven methods and standards life cycle for BPM development & governance 6 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  7. 7. IBM Global Business Services Business Services IBM Global Case Study: Lands NSW – Industry wide change State public sector land management authority authority. Manages registry of land title information for the state covering 800,642 kms sq, 800,000 land transactions each year about 10,000 plans and 40,000 new titles. Operating the Torrens system since 1863. The industry includes: - the surveyor community, - land developers, developers - solicitors, - municipal government - intermediary organisations. 28% of dealings are lodged electronically. Statistical data based on the Lands NSW 07/08 Annual Report 7 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  8. 8. IBM Global Business Services Business Services IBM Global The challenge – how to bring a 19th century industry into the 21st Technology advances allow cadastral information to be managed entirely electronically. - Cadastral xml - infrastructure and the technology automation i f t t d th t h l t ti The industry structure is still based on the paradigms of the late 1800’s.. The processes and expectations remain in the 20th century, the expectations of the public are 21st century Entrenched interests have to be brought into the fold of the change 8 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  9. 9. IBM Global Business Services Business Services IBM Global The possibility of the technology outstrips the expectations of the participants by a country mile Cadastral databases have been able manage the land data for some time Cadastral xml and supporting applications enable transfer and management of data objects and the automation of a number of human tasks Long transfer times from regional centres unless electronic transfer is used –requires high standard broadband networks Human examination lengthy and is subject to error. Automated examination is fast immediate and accurate fast, 9 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  10. 10. IBM Global Business Services Business Services IBM Global In order to realise the potential of the technology, internal Lands NSW processes had to be updated to account for the technology Approach - Proof of Concept project tied with an enablement - process mapping training using WebSphere Business Modeler - Principles of Process re-design and Lean Sigma - Process Analytics - Joint proof of concept project Linked BPI enablement with graduate development d l t Processes already linked to a technology development 10 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  11. 11. IBM Global Business Services Business Services IBM Global Two processes were re-designed – this example demonstrates the power of linking process and technology Relodgment - D R l d t Duration and Costs ti dC t Resource Duration Resource Cost 60 $30.00 esource Duratio (minutes) 50 $25.00 Resource Cost ($ per plan) 40 $20.00 on 30 $15.00 -18% 20 $10.00 Re R 10 $5.00 -58% 0 -71% $0.00 Future State - 100% Future State - Future State - e-Relodge -88% e-Relodge Current State SPAC and Relocate SPAC 2009 2013 Email Resource Duration 51 42 21 15 6 0 Resource Cost $29.15 $26.08 $12.89 $9.06 $3.23 0 Relodgment Processes NB: Does not include wait time 11 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  12. 12. IBM Global Business Services Business Services IBM Global The results on the Lands NSW example are dramatic but are achievable in other operational environments NZ Public Sector Client SAMPLE PROCESSES, INCLUDING COMBINED DATA COSTS ELAPSED RESOURCE CASES [Dollars] [D ll ] DURATION [hrs] DURATION [hrs] [units] [ it ] CURRENT STATE $358.74 2,088.62 12.53 3272 FUTURE STATE $189.37 270.38 6.22 55 % VARIANCE - 47.21% - 87.05% - 50.36% -98.32% Australian Agribusiness Client - Conservatively, $9 million annually from a sub $100,000 engagement 12 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  13. 13. IBM Global Business Services Business Services IBM Global BPM is the mechanism by which the strategy of the business is effected in the operational environment Enabling your business to be process centric enables your strategy t be put into action bl t t to b ti t ti Integrating technology and process makes the machine work for you Integrating the whole WebSphere suite significantly enables your capacity to manage y your business process continually and be p y responsive to change 13 © Copyright IBM Corporation 2008 © 2009 IBM Corporation
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×