BPM BlueWorks Workshop Scenario

  • 3,944 views
Uploaded on

Petit scenario à suivre pour apprendre à manipuler l'interface de BPM BlueWorks, outil de modélisation de stratégie et de processus métier.

Petit scenario à suivre pour apprendre à manipuler l'interface de BPM BlueWorks, outil de modélisation de stratégie et de processus métier.

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • Just a little comment about this.

    As today 2012-Oct. This BPM Blueworks is a complete different product from IBM Blueworks Live.

    BPM Blueworks was more similar to Websphere Business Compass.

    If you want to lear IBM Blueworks Live, do not use this document. You better log to the page and start using the trial.

    Regards
    Martin
    Are you sure you want to
    Your message goes here
No Downloads

Views

Total Views
3,944
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
112
Comments
1
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. © Copyright IBM Corporation 2009. All rights reserved BPM BlueWorks Hands-on Workshop Author(s): Alex Peay and Josh Bock, modified by Jean-Marc Langé Version 1.1 BPM BlueWorks aSTEW Page 1 of 52
  • 2. © Copyright IBM Corporation 2009. All rights reserved Table of Contents Table of Contents...................................................................................................................................................2 Part 1: Lab Introduction.........................................................................................................................................3 Part 2: The scenario...............................................................................................................................................8 Part 3: Building Strategy Maps...............................................................................................................................9 Part 4: Building a Capability Map.........................................................................................................................22 Part 5: Building Process Maps.............................................................................................................................30 Part 6: Creating Relationships Between Maps.....................................................................................................43 Part 7: Revisions..................................................................................................................................................48 Part 8: Appendix – Quick List for OptiCall Strategy Map......................................................................................50 Part 9: Appendix – Quick List for OptiCall Capability Map....................................................................................51 Part 10: Appendix – Quick List for Cancel Phone Contract Process Map............................................................52 BPM BlueWorks aSTEW Page 2 of 52
  • 3. © Copyright IBM Corporation 2009. All rights reserved Part 1: Lab Introduction ____1.Lab Environment These lab exercises are intended to be completed online with BPM Blueworks. We recommend you use Mozilla Firefox browser for these exercises. ____2.Business Leader Widgets The Business Leader widgets provide a collaborative, Web-based environment for designing and building business strategy planning documents that visually represent your current business structure and processes, and your future business direction. Built on the Business Space BPM framework, the Business Leader widgets exist in secure spaces where individual teams collaborate on the creation of documents related to a specific business solution, which can then be shared with or reused by other teams in their own solutions. Using the Business Leader widgets, you can: • Define a business strategy using Strategy Maps • Design a business structure using Capability Maps • Design a process using Process Maps • Share, collaborate on, and re-use Business Leader documents ____3.Strategy Maps The strategy map is a visual tool for defining, planning, and communicating the overall strategy of an organization. It provides a clear picture of the overall objectives or goals of the organization (Where are we going?), the actions that are planned to achieve those goals (How are we getting there?), and the means by which the achievement of those goals will be measured (How will we know we are there?). A strategy map can be created at different levels of the organization, and each level's map can be defined with the overall strategy map in mind. Using the strategy map as a reference, all of the components of the organization, including individuals, can make decisions that align with the overall strategy. The strategy map starts from a clearly defined vision statement that describes the long-term future state for the organization. For example, an airline might have a vision statement that says "Our company will be the leading airline for short-haul flights in North America in the next five years". The strategy is the means by which an organization plans to achieve its vision. The strategy map describes a set of goals that will help achieve that vision. Each goal has a set of actions that will help in the attainment of the goal, and measures to determine if the goal has been successfully achieved. The strategy map can also describe the set of business factors that impact the overall strategy, either making the stated goals easier to achieve, or by presenting potential challenges to achieving the stated goals. Business factors can be classified as strengths, weaknesses, opportunities, or threats. For example, the following strategy map spells out a strategy for JKAir, a fictional airline company that is using the Business Leader widgets to communicate the strategic direction for the business. The goals that must be achieved for the strategy to be successful are outlined, along with the actions that will be taken to achieve these goals. Management will know that the specified goals have been achieved when the targets for the associated measures have been reached. BPM BlueWorks aSTEW Page 3 of 52
  • 4. © Copyright IBM Corporation 2009. All rights reserved The different types of strategy map elements are represented with unique symbols: Strategy maps can link to other related maps or to elements within other maps. The linking between maps can be useful when cascading the overall strategy down to individual business units so that they can define their own strategy maps that build on the overall strategy map. For example, the Human Resources department might have their own strategy to address a goal, such as “In-flight staff are best of breed”, that contributes to the overall business strategy. The overall strategy map can link from this goal in the high-level strategy map to the department-specific map that expands upon this goal. Similarly, an action such as Reduce Check-In Time might be linked to a process map that details an expedited check-in process. You might also want to create links between goals or actions in your strategy map and a related business factor in a separate map that documents the business environment. ____4.Capability Maps Business capabilities define what your business does, such as the services it provides to customers, or the operational functions it performs for employees, while business processes define how your business does it. While business processes might change with some frequency, like when a particular process is automated, business capabilities are more stable over time. Viewing your business in terms of capabilities provides a higher level view of the structure of your business. BPM BlueWorks aSTEW Page 4 of 52
  • 5. © Copyright IBM Corporation 2009. All rights reserved Business capabilities can be composed of several levels of sub-capabilities. For example, an organization might have a Human Capital Management capability that is itself composed of a set of capabilities: Plan workforce requirements, Manage staffing, and Manage compensation and benefits. The Manage compensation and benefits capability is itself composed of three capabilities: Manage payroll, Manage expense and reimbursement, and Manage incentives payment. Business capabilities can be linked to measures which represent the target performance levels that are defined in a related strategy map. For example, the Manage expense and reimbursement capability could be linked to a measure in the overall business strategy that says that expense claims should be processed within 30 days. You can also associate a capability map with the processes that implement the capability so that you can plan for the set of processes that will be affected by a change to the capability. Use a business capability map to represent the network of capabilities that your business currently has, or the network of capabilities your business needs to have in order to meet the strategic goals of the organization. By comparing the difference between your actual capabilities and the capabilities you need, you can perform a gap analysis and plan for the required changes. For example, imagine that an airline, JKAir, has decided to improve their inflight services as part of a strategy to improve customer satisfaction. One of the key initiatives to meet this goal is to provide inflight meal service, which is something JKAir has not done in the past. To plan and implement such a change, the JKAir executives perform a gap analysis, mapping their business capabilities to identify the capabilities they currently have in their customer service area, and determining what kind of capabilities they need to implement the proposed change. For the new Offer inflight meals capability, the JKAir executives can link to the targets for performance levels, cost, and so on, that are captured in a related strategy map. The capability does not include information about how the work is performed. For example, the actual work of preparing and delivering meals could be done by an internal business unit, or by an external service provider, depending on which implementation makes sense. At this level of planning, the executives need only to specify the what and not the how. The how is modeled through the use of process maps, which outline the exact steps for delivering the related capability. ____5.Process Maps Process maps are visual representations of business processes. Business processes are composed of activities and decisions that dictate when the activities occur. You can use processmaps to document your current business processes or to plan future business processes. Process maps represent the set of activities that make up a defined business process and the order that they occur in. The simplest process maps contain a set of simple activities, or tasks, that occur in sequence. BPM BlueWorks aSTEW Page 5 of 52
  • 6. © Copyright IBM Corporation 2009. All rights reserved You can also have activities that contain a set of sub-steps or tasks that are performed as a unit. These are called subprocesses. For example, in the following Hiring Process map, the Post Job activity is a subprocess that consists of two activities, Write Job Description and Post on JobBoardz. You might also have an activity that calls another process. For example, a larger process for opening a new branch for an organization might call the Hiring Process. You can also represent decisions within the path of your process. For example, a hiring process might take a slightly different path for internal candidates than it does for external candidates; perhaps interviewing candidates takes place on-site for internal candidates but off-site for external candidates. In some cases, you might have activities or entire processes that feed into a business measure or key performance indicator (KPI) that has been defined in a related strategy map. You can add a link to this measure or KPI from the activity or from the entire map. BPM BlueWorks aSTEW Page 6 of 52
  • 7. © Copyright IBM Corporation 2009. All rights reserved You can also assign performers assigned to each activity, specifying either the role or organization unit that performs that activity. You can specify inputs for an activity that represent the data or business context that is necessary for the activity to begin. For example, you might require an approved hiring request before the Post Job activity can begin. The output of an activity is the result of the activity completion. For example, the output of the Collect Resumes activity might be the candidate list that is passed to the next activity. These examples represent some of the simplest process maps that you can create. You can start mapping your process using these basic elements as a first draft. Later you, or someone on your team, can continue to add detail to your processes using more advanced elements, such as specialized tasks, data objects, and events, which are available from the detailed process palette. To review your process map, you can export it to Microsoft® PowerPoint as a series of slides, or as a set of images that you can combine to form a poster. You can also use the process walkthrough feature to step you through specified paths of your process so that you can review the process and its associated user interfaces, analyze the value stream information that is associated with a given path, and present the process to other stakeholders. BPM BlueWorks aSTEW Page 7 of 52
  • 8. © Copyright IBM Corporation 2009. All rights reserved Part 2: The scenario Throughout this lab, we will use a telecommunications scenario. We will follow OptiCall (a fictitious telecommunications company) as they develop a strategy, define what they do as a business and outline how they create revenue. OptiCall is known for their outstanding wireless network, with few dropped calls and fast mobile broadband speeds. However, they have relied on their network capabilities as their only strength for far too long, and need to start taking better care of their customers. As we execute this lab, we will move from the highest level of planning down to a detailed process:  Develop the strategy for OptiCall. Use the Strategy Map editor to create a visually appealing strategy map that clearly shows the goals for OptiCall and outlines the actions that must be taken to achieve those goals, as well as the threats and weaknesses that are potential obstacles to achieving OptiCall’s goals.  Outline the capabilities of OptiCall’s business. By better understanding what capabilities are already in place OptiCall can better allocate their resources. Additionally, they’re more readily able to direct effort to areas of the business that need improvement.  Define some of the key processes that help OptiCall achieve their goals. BPM BlueWorks aSTEW Page 8 of 52
  • 9. © Copyright IBM Corporation 2009. All rights reserved Part 3: Building Strategy Maps In this part of the lab, you will build a strategy map using the Business Leader Widgets. ____ 1. Log into BPM BlueWorks ___ α. Go to www.bpmblueworks.com ___ β. Click on the “BPM Business Designs” quick link ___ χ. Login using your BPM BlueWorks username and ID ____ 2. Create your Strategy Map ___ δ. Change to the Design tab of you Business Leader Space. This is where you’ll actually design your Strategy, Capability, and Process maps. ___ ε. Click on the Strategy Map icon from the Create toolbar. Give the name OptiCall Strategy to your new strategy map and click OK. BPM BlueWorks aSTEW Page 9 of 52
  • 10. © Copyright IBM Corporation 2009. All rights reserved ___ φ. The strategy map editor opens. Every new Strategy Map is preconfigured to have a skeleton map containing the Strength, Weakness, Opportunity, Threat, Goals, Actions, and Measures nodes. For our purposes, it’s easier to start with a blank map. Remove the secondary nodes by selecting everything in the map (CTRL-A) and clicking delete on your keyboard. This will remove all secondary nodes but leave the central node. ___ γ. Change the name of the central strategy from OptiCall Strategy to the more descriptive name of OptiCall Continuous Advancement Strategy. 1) You can change names of nodes in one of two places: a) In the Outline view you can select the base node (OptiCall Strategy) by clicking on the text. This will allow you to edit the node name. Click Enter when you’re done. b) Alternatively you can change the name in the Diagram view by clicking on the text within the node. Click Enter when you’re done. ___ η. Nodes can be created in multiple ways. We’ll try all of them, starting with manual text entry. First, we’ll indicate one of the strengths of OptiCall’s business. In the Outline view, click the OptiCall Continuous Advancement Strategy and click Enter on your keyboard twice to create a new entry in the list. Enter the text Most comprehensive, fastest network available. Click Enter again. BPM BlueWorks aSTEW Page 10 of 52
  • 11. © Copyright IBM Corporation 2009. All rights reserved ___ ι. Click the square icon to the left of the node, and choose Strength from the pull-down. ___ ϕ. Select the strength you’ve just created, and click Enter to create another new node. Give the new node a name of Devices that leverage the unique network capabilities. Click Enter on your keyboard, and then your Tab key to make this new node a child of the previous strength. NOTE: Above you used the Tab key to move text in a level in the outline. To move text out one level, use the Shift + Tab combination. ___ κ. OptiCall does not yet offer devices as described here, but doing so would provide them with a greater opportunity to capitalize on their noted network strength. Change your new node to an Opportunity. ___ λ. Now we’ll create a node visually. Move to the editing canvas, where your map has been built automatically based on the text you have entered into the Outline. Hover your mouse on the left edge of the Opportunity node and click to create a new child node. BPM BlueWorks aSTEW Page 11 of 52
  • 12. © Copyright IBM Corporation 2009. All rights reserved NOTE: If you want to create a new node at the same level as the node you have selected, click on the side of the previous node instead of the node itself. ___ µ. Give your new node the name Work with key device manufacturers to develop exciting new devices. ___ ν. Working with the device manufacturers is something that OptiCall will need to do in order to realize the opportunity of having devices that will take full advantage of their network. Click on the icon on the left side of your new node and change the type by choosing Action from the pulldown. ___ ο. You have successfully created one branch of the strategy map. Next we will define another branch by copying pre-defined text into the outline. This branch warns OptiCall executives that they are under constant threats from those who wish to develop newer, even faster technology (known as 4G). They are also under pressure from companies offering basic wireless service at cut-rate prices. Copy the text below. In the Outline view, select OptiCall Continuous Advancement Strategy and click Ctrl + V to paste. Threat: New market entrants Threat: Focused on new 4G technology Action: Continue industry-leading R&D Threat: Providing cheap, no-hassle, pay-as-you-go plans Action: Develop innovative pricing options BPM BlueWorks aSTEW Page 12 of 52
  • 13. © Copyright IBM Corporation 2009. All rights reserved ___ π. You should now have a strategy map that looks like the one below. Notice how the keywords Threat and Action from the text above were interpreted by the Business Leader widget and the correct node types were automatically assigned. NOTE: You can use the Overview in the bottom left of the editing canvas to navigate around your map, and you can use the tools in the upper right of the canvas to manage zooming and other aspects of the diagram. NOTE: You can use the Outline and Details buttons in the View toolbar to hide or show the Outline View and Details View, respectively. This can be useful when working with large maps. BPM BlueWorks aSTEW Page 13 of 52
  • 14. © Copyright IBM Corporation 2009. All rights reserved ___ θ. You can re-arrange your strategy map by moving branches around. To move a branch, simply drag the “bottom” of the branch onto another node. For example, click and hold on the “Most comprehensive, fastest….” node and drag it onto the right of the Root Node until you see an orange bar appear, and then drop it there: ___ ρ. Click on the “Fit to view” button in the upper right corner of the diagram. You should now see your re-arranged diagram as follows: ___ σ. Complete the primary structure of the diagram by pasting some more text into the Outline view. Be sure to read through the various components of OptiCall’s strategy that you are adding to the map. Copy the text below. In the Outline view, select OptiCall Continuous Advancement Strategy and click Ctrl + V to paste.  Weakness: Customer service is perceived as poor • Goal: Leaders in Customer Satisfaction o Measure: At least 95% of contracts renewed o Measure: Less than 1% of contracts cancelled early BPM BlueWorks aSTEW Page 14 of 52
  • 15. © Copyright IBM Corporation 2009. All rights reserved o Action: Review and re-align customer service and support organization  Goal: Top mobile operator in profit per customer • Opportunity: Fast network allows for extensive portfolio of advanced fee-based services • Measure: Profit of at least 500 USD per customer annually ___ τ. Optionnally, re-arrange the branches as described above, and fit the whole strategy map to view. Your strategy map should look more or less like the diagram below. ____ 3. Enhance Your Strategy Map In this section, you will explore how to draw attention to specific nodes in a map by changing the style of the text and color of the node. We will also explain the attributes and how they can be changed. The Strategy nodes have icons that help differentiate the nodes from one another, but sometimes we need to draw a bigger distinction because of the importance of the node or to make a map more visually appealing. This work is done using the style tool bar: BPM BlueWorks aSTEW Page 15 of 52
  • 16. © Copyright IBM Corporation 2009. All rights reserved ___ α. We want to change the color of the Goal nodes to green since these are the focus of the strategy map. These goals will help drive the vision and execution of the overall strategy so we want to draw those goals out in a visual way. To start, select the Top mobile operator in profit per customer goal. In the Style section of the toolbar, click the Background color button and select the green shade of your choice. ___ β. Repeat step a above on the Leaders in Customer Satisfaction goal. BPM BlueWorks aSTEW Page 16 of 52
  • 17. © Copyright IBM Corporation 2009. All rights reserved ___ χ. We also want to highlight the potential threats that will need to be dealt with for OptiCall to be successful. We will achieve this by changing the background of each Threat node to red. This time, we’ll change all of the nodes at the same time. Make sure the pan tool (“hand” in the top right corner) is not selected, then using your mouse, drag across the editing canvas to select the three Threat nodes. You should see the selected nodes highlighted by a thin blue outline. NOTE: You can also select multiple nodes from the Outline view. Use CTL + Right Click to select nodes that are not sequential in the list or SHIFT + Right Click to select sequential items. ___ δ. Using the Background Color button in the toolbar, select the shade of red of your choice. ___ c. We can also add owners to the map, or to specific nodes within the map. This is helpful for identifying who is responsible for implementing certain areas of the strategy. First, we’ll add an owner to the Strength node entitled Most comprehensive, fastest network available. To do this, we’ll use the Details view. If you can’t see the Details view, you can use the Details button in the View toolbar to hide or show the Details View. You can also use the “Show document details” button in the upper left corner of the diagram for that purpose. BPM BlueWorks aSTEW Page 17 of 52
  • 18. © Copyright IBM Corporation 2009. All rights reserved ___ d. Select the node in the diagram and then click the Add… link in the Owners section of the Details view. NOTE: If you can’t see the Owners section, activate it by clicking in the “Show” dropdown at the top of the Details view. ___ e. The Add an owner window pops up. Click “New Role”. BPM BlueWorks aSTEW Page 18 of 52
  • 19. © Copyright IBM Corporation 2009. All rights reserved ___ f. The New vocabulary Entry window pops up. In BPM BlueWorks, owners play roles in organizations. Owners and roles are part of the business vocabulary, which BPM BlueWorks allows you to handle in a consistent way. Create a New Vocabulary Document with the name “Banking Roles”, and a new entry with the name “Mike Conners”. ___ g. Add owners to other nodes on the diagram as indicated in the table below. For that purpose, you will create “New Roles” in the existing “Banking Roles” vocabulary. Node Owner New market entrants Nancy Myers Customer service is perceived as poor Connie Smith Top mobile operator in profit per customer Tom Mathews ___ h. Other actions that can be taken in the details pane include adding a description, adding links to other documents within Business Leader, and attaching documents that pertain to this map. We will not do any of these things now, but they are very easy to do, and you will see some of these capabilities used later with other map documents. ____ 4. Save your Strategy Map ___ α. You can now save your strategy map. Throughout this section the Business Leader Widgets have been periodically saving your map’s progress. When you have completed your work, click the Finish Editing button. BPM BlueWorks aSTEW Page 19 of 52
  • 20. © Copyright IBM Corporation 2009. All rights reserved ___ β. Be sure to leave a comment in the revision history. These points where you save by using the Finishing Editing button provide potential rollback points for your document, and a description of what you have changed during your editing session will be very helpful to whatever user is trying to identify an appropriate point to revert the document back to, should the need arise. Click OK when you’re done. ____ 5. Export your Strategy Map ___ α. At any time you can export your strategy map from the Business Leader Widgets in the form of a PowerPoint file or as a Business Leader file. The PowerPoint export creates a report containing all data that has been entered into your strategy map, which you can easily share with others. The Business Leader file allows for the document to be imported to any other Business Leader environment. Exporting is available from the toolbar. Click the Export to Microsoft PowerPoint button in the Export menu. Select which format you want to export to, Report or Poster. ___ β. When the progress has completed, click OK to begin saving the file. BPM BlueWorks aSTEW Page 20 of 52
  • 21. © Copyright IBM Corporation 2009. All rights reserved ___ χ. Select the destination for your PowerPoint file, and click Save. CONGRATULATIONS! You have successfully created and exported a strategy map. BPM BlueWorks aSTEW Page 21 of 52
  • 22. © Copyright IBM Corporation 2009. All rights reserved Part 4: Building a Capability Map Now that you’ve defined the overall business strategy for OptiCall, it’s time to define the capabilities that will help the organization realize the strategy. In this part of the lab, you will build a capability map using the Business Leader Widgets. ____ 1. Create your Capability Map ___ α. Click on the Documents View icon in your Business Leader Space and select the Capability Map icon in the Create toolbar. Name the map OptiCall Organizational Capabilities and click OK. NOTE: If you need to change the name at a later time you can select the map and click on the Rename icon in the Actions toolbar. ___ β. The map editor opens automatically. NOTE: If you wanted to open an existing map, click the map name in the document list then click the Edit link to start working on your capability map. ___ χ. Just as with the strategy map, the capability map includes some default nodes. Select the existing nodes on your editing canvas (by dragging across the canvas or CTRL-A), and click Delete on your keyboard. BPM BlueWorks aSTEW Page 22 of 52
  • 23. © Copyright IBM Corporation 2009. All rights reserved ___ δ. One capability is not deleted, because the diagram must have at least one node. We’ll replace this node shortly. Copy the list below. Review the contents of the list as well, these are the primary capabilities of OptiCall. • Technology and Innovation o Wireless Transmission o Handset Technology o Multimedia Services o Business Services • Sales and Distribution o Corporate Accounts o Consumer Accounts o Marketing • Customer Service o Account Maintenance o New Account Activation o Technical Support o Billing Support • Infrastructure Management o Maintenance o Network Expansion o Physical Plant (Non-Network) • Finance BPM BlueWorks aSTEW Page 23 of 52
  • 24. © Copyright IBM Corporation 2009. All rights reserved ___ ε. Select Capability 1 in the Outline view, and click ctrl+V to paste. Your resulting capability map should look like the diagram below. ___ φ. Select Capability 1 in the Outline view, and click Delete. We don’t need it in our diagram any longer. ___ γ. Notice how most of the capabilities have an icon in the bottom right corner. These icons indicate that the capability has lower-level sub-capabilities. What you see on the map right now is the highest level grouping of capabilities within OptiCall, but there is actually a hierarchy with two levels, as you may have noticed from the text that you pasted. ___ η. The last high-level capability does not have any sub-capabilities. Let’s fix this now. Hover your mouse over the Finance capability on the canvas, and click the icon in the bottom right. This will allow us to dig-in and define sub-capabilities. BPM BlueWorks aSTEW Page 24 of 52
  • 25. © Copyright IBM Corporation 2009. All rights reserved ___ ι. Click the box labeled Click here to create the first capability for this level. ___ ϕ. Name the first capability Service Pricing. ___ κ. Hover your mouse on the right edge of the Service Pricing capability and click to create a new node. Call this capability Promotions. NOTE: You can click on the edge of a node in any direction and add a new capability adjacent to the existing node in that direction ___ λ. Repeat step l to create two more capabilities, Investments and Financial Operations. BPM BlueWorks aSTEW Page 25 of 52
  • 26. © Copyright IBM Corporation 2009. All rights reserved ___ µ. Click the OptiCall Organizational Capabilites link in the breadcrumb at the top left of the editing canvas. This will take you back to the high-level (also known as Level 1) capabilities. BPM BlueWorks aSTEW Page 26 of 52
  • 27. © Copyright IBM Corporation 2009. All rights reserved ____ 2. Enhance your Capability Map ___ α. Now it’s time to use visual attributes to provide a little more information about how the high- level capabilities are related. In the canvas, grab the Technology and Innovation capability and move it up. Then hover your mouse over the bottom right corner of the node and drag right and down to make it larger. ___ β. It’s very easy to re-arrange the size and positioning of capabilities. We can use this to help provide information. Re-arrange your diagram to look like the one below, which indicates that Technology and Innovation and Sales and Distribution both leverage the capabilities of Customer Service, Infrastructure Management, and Finance. BPM BlueWorks aSTEW Page 27 of 52
  • 28. © Copyright IBM Corporation 2009. All rights reserved ___ χ. Now we’ll add some color to represent still more information. We know from our strategy map that Customer Service is a critical area for improvement (customer service is perceived as being poor), and Technology and Innovation is an area of interest (want to have new devices that leverage OptiCall’s advanced wireless network). Use the Background Color tool to make Customer Service red and Technology and Innovation yellow. ___ δ. Click on the whitespace of the editing canvas, and move to the Details view. Replace the default description for the capability map with OptiCall Organizational Capabilities categorizes OptiCall's key business areas. ___ ε. Save your capability map by clicking the Finish Editing button. BPM BlueWorks aSTEW Page 28 of 52
  • 29. © Copyright IBM Corporation 2009. All rights reserved ___ φ. Be sure to leave a comment in the creation history. Click OK when you’re done. CONGRATULATIONS! You have successfully completed the OptiCall Organization Capability map BPM BlueWorks aSTEW Page 29 of 52
  • 30. © Copyright IBM Corporation 2009. All rights reserved Part 5: Building Process Maps One of the processes that comprise the Account Maintenance capability is the Cancel Phone Contract process. In this part of the lab, you will build a process map using the Business Leader Widgets. ____ 1. Create your Process Map ___ α. Change to the Documents view of the Design page of your Business Leader Space; click the Process Map icon in the Create toolbar. Name the map Cancel Phone Contract and click OK. NOTE: If you need to change the name at a later time you can select the map and click on the Rename icon in the Actions toolbar. ___ β. The process map editor opens automatically. As with the other maps, some default nodes have been placed on the canvas to get you started. Rename Task to be Request cancellation of contract ___ χ. Hover on the + sign on the connector at the right of the previous task: it is highlighted in orange. Click on the orange + sign: a new task is created, rename it Gather customer data. BPM BlueWorks aSTEW Page 30 of 52
  • 31. © Copyright IBM Corporation 2009. All rights reserved ___ δ. Click Gather customer data so it is selected (blue frame) and click on the QuickAdd button at the upper left corner of the drawing canvas. ___ ε. In the QuickAdd window, type two new tasks names on two lines : Fetch contract details and Check cancellation policy. Notice how the corresponding tasks are created on the canvas as you type in the QuickAdd window. ___ φ. From a business point of view, before we accept the cancellation from the customer we must make a decision based on the contract details: either cancellation is permitted and we will receive the cancellation letter and process the contract cancellation, or it is not permitted and we’ll inform the customer that his request is not receivable. On the process map, the decision is represented by a gateway. To the right of task Check Cancelation policy, hover the pointer over the connector and click the green diamond to add a new gateway element. An Exclusive Gateway is added to the canvas. BPM BlueWorks aSTEW Page 31 of 52
  • 32. © Copyright IBM Corporation 2009. All rights reserved ___ γ. Change the name Exclusive Gateway to Cancellation permitted? and Branch 1 to No. ___ η. Hover the pointer over the arrow icon at the bottom right side of the Gateway. ___ ι. Click and drag to create a new branch and task off the gateway, and drop it below the task on the No branch. Specify Yes as the label for the new branch, and rename the task as Receive cancellation letter. BPM BlueWorks aSTEW Page 32 of 52
  • 33. © Copyright IBM Corporation 2009. All rights reserved ___ ϕ. From a business point of view, after a cancellation we’ll try to retain the customer on board by making a new offer. Making a new offer is something we’ll be able to reuse in different contexts, hence we’ll build it as a sub process so we can reuse it in several higher-level processes. Subprocess is one of the artifacts we don’t see on our current palette, so we’ll switch to the extended palette: click the arrow on the right of the Palette toobar, and select Palette (Detailed). ___ κ. Click on task Receive cancellation letter so it is selected (blue frame). On the detailed palette, click on the down arrow below the Task button and drag a Subprocess onto the diagram, to the right of the Receive cancellation letter task. ___ λ. Rename the subprocess Prepare new offer. ___ µ. Hover the pointer over the arrow icon at the bottom right side of the Receive cancellation letter task. Click and drag to create a new connector, and drop it on subprocess Prepare new offer. BPM BlueWorks aSTEW Page 33 of 52
  • 34. © Copyright IBM Corporation 2009. All rights reserved ___ ν. Now let’s detail what’s inside Prepare new offer: open the subprocess by clicking the + sign under the label. ___ ο. Delete the Task inside the subprocess ___ π. Select the green start node of the sub process by clicking it (frame becomes blue) ___ θ. Open the QuickAdd window and paste the following lines Make offer Process contract change Process cancellation ___ ρ. 3 tasks appear inside the subprocess; if it looks messy, click the Layout Horizontally icon in the Action toolbar. ___ σ. BPM BlueWorks aSTEW Page 34 of 52
  • 35. © Copyright IBM Corporation 2009. All rights reserved ___ τ. Draw a connector between the last task (Process cancellation) and the orange End node. If necessary click again the Layout Horizontally icon in the Action toolbar. Your subprocess should now look like the following: ___ υ. If the customer accepts the new offer, we Process the contract change. Otherwise (the customer rejects the new offer) we must Process the cancellation. Now you know enough to include a decision gateway to split the process between those two alternatives, reroute the connections and end the branches with en End event. Do not hesitate to use the Layout Horizontally icon in the Action toolbar and you should obtain this: ___ ϖ. You can compact the subprocess by clicking the – sign in its upper left corner. ___ ω. Finalize your process map by closing the branch with an End event: click and drag an End Event from the palette to the canvas on the right of the subprocess. BPM BlueWorks aSTEW Page 35 of 52
  • 36. © Copyright IBM Corporation 2009. All rights reserved ___ ξ. Draw a connector between the subprocess and the End event. The finalized process should looke like the following: BPM BlueWorks aSTEW Page 36 of 52
  • 37. © Copyright IBM Corporation 2009. All rights reserved ____ 2. Enhance your Process Map ___ α. We will again use colors to add visual information to the process map. Let’s start with the sub-activities of Prepare new offer. Use the Background Color button to change the color of the activity node on the canvas. If we get to this point in the process, we always make the customer a new offer for service, with better terms than the customer’s existing service plan, to try to retain their business. Since we always do this, let’s make the activity blue. ___ β. If the customer accepts the new offer, we Process the contract change, so make that activity green. If the customer rejects the new offer we Process the cancellation, so make that activity red. ___ χ. Explore other visual differenciators, such as the font color or style (bold, italic, underscore) under the Background color icon in the Style toolbar. ____ 3. Other details for your Process Map BPM BlueWorks aSTEW Page 37 of 52
  • 38. © Copyright IBM Corporation 2009. All rights reserved There are many other things you can add to your process map: data flow, messages, parallel gateways… to get an idea of these elements belonging to the BPMN standard, which prescribes the visual description of business processes. To view all the BPMN artefacts available, click somewhere in the title bar of the Palette (make sure the detailed palette is selected): BPM BlueWorks aSTEW Page 38 of 52
  • 39. © Copyright IBM Corporation 2009. All rights reserved ____ 4. Add Details your Overall Process ___ α. So far we’ve added information to activities in the process, and visual information to the process itself, but we can also add other information to the process to provide viewers with even more details about the process. First, it would be good to give a more detailed textual description of the process. If the Details view is not displayed, show it by clicking the Details icon in the View toolbar, or the Details link in the canvas To show or hide sections in the Details view, use the Show dropdown : BPM BlueWorks aSTEW Page 39 of 52
  • 40. © Copyright IBM Corporation 2009. All rights reserved ___ β. Once the Details view is displayed, click in the whitespace of the editing canvas, and enter the following Description in the details view (copying it from this document and pasting it into the Description field, if you like). The Cancel Phone Contract process handles the processing of a customer's request for cancellation of their phone contract. Preference is always to renegotiate terms so that the customer does not cancel their contract altogether. If customer does not wish to renegotiate, still make this an easy move for them, maintaining their view of OptiCall as a service-oriented company and one that they might wish to do business with again. ___ χ. Move down to the Measures section of the Details view (clicking on the Measures label to expand it if collapsed). This is where we can specify linkages between the process and the measures that we defined in our strategy map. These measures could be linked to individual tasks in the process, or to the process as a whole. We want to link a measure to the overall Cancel Phone Contract process, so be sure to click in the whitespace of the editing canvas. Click Add…. BPM BlueWorks aSTEW Page 40 of 52
  • 41. © Copyright IBM Corporation 2009. All rights reserved ___ δ. The Link to an Existing Measure box should appear. Notice that only the strategy map is listed, because it is the only type of document that can contain a measure. Select OptiCall Strategy, and then on the left select the check box next to Less than 1% of contracts cancelled early. Click OK. ___ ε. You’ve now linked the Cancel Phone Contract process to the portion of OptiCall’s business strategy that measures phone cancellations. Notice how in process maps there is a separate section for defining linkages to measures, in addition to the section for defining general linkages between maps that is available in every map (strategy, capability, and process). This is because linkages from processes to measurements are particularly important, as measures help to define the essential success criteria for a process. We’ll talk more about general linkages between documents in the next section. BPM BlueWorks aSTEW Page 41 of 52
  • 42. © Copyright IBM Corporation 2009. All rights reserved ___ φ. Save your process map by clicking the Finish Editing link. ___ γ. Be sure to leave a comment in the creation history. Click OK when you’re done. CONGRATULATIONS! You have created a process map. BPM BlueWorks aSTEW Page 42 of 52
  • 43. © Copyright IBM Corporation 2009. All rights reserved Part 6: Creating Relationships Between Maps We’ve now defined a business strategy and a set of high-level organizational capabilities, as well as a process that helps to implement one of the capabilities while furthering the goals of the business strategy. In doing all of this, we’ve defined and mapped out many related concepts. We can use the idea of linkages between maps to create some traceability between the related artifacts and concepts in different map documents. ____ 1. Link your Strategy to your Capabilities ___ α. Move back to your OptiCall Strategy map. Click the Edit button to enable changes. NOTE: If you have closed your strategy map in the course of completing this lab, you can re-open it from the Documents View tab. ___ β. Select the Customer service is perceived as poor weakness. Go to the Links section of the Details View and click the Add a document link button. BPM BlueWorks aSTEW Page 43 of 52
  • 44. © Copyright IBM Corporation 2009. All rights reserved ___ χ. We want to link the various parts of our strategy to our capabilities. Select the check box next to OptiCall Organizational Capabilities. However, we don’t just want to relate this weakness to the overall capability map, we want to relate it to a specific capability. To do that, click Show Elements >>. ___ δ. Select the check box next to Customer Service, because the weakness of poorly perceived customer service affects all areas of the customer service capability. Click OK. BPM BlueWorks aSTEW Page 44 of 52
  • 45. © Copyright IBM Corporation 2009. All rights reserved ___ ε. Repeat steps b through d above to create the following linkages: Strategy Element Capability Most comprehensive, fastest network Wireless available (strength) Transmission Most comprehensive, fastest network Marketing available (strength) Devices that leverage the unique network Handset Technology capabilities (opportunity) Develop innovative pricing options (action) Service Pricing ___ φ. You’ve now defined the linkages between OptiCall’s business strategy and it’s high-level capabilities. Click the Finish Editing button, and provide comments about the changes that you made. Click OK when you’re finished. ____ 5. Link your Capabilities to your Process ___ α. Navigate back to the OptiCall Organizational Capabilities map and click the Edit button. BPM BlueWorks aSTEW Page 45 of 52
  • 46. © Copyright IBM Corporation 2009. All rights reserved ___ β. Click the icon in the bottom right of the Customer Service capability to drill down into the capability. ___ χ. Select the Account Maintenance capability, and move over to the Details View. Notice that in addition to a Links section here, there is also a Supporting Processes section. Much like the Measures section in the process map editor, this is a way to specifically call out a specific type of linkage – from capability to process. As discussed earlier, capabilities can be thought of as encompassing one or more processes, so the linkage to process is critical in understanding how a capability is implemented. What work is performed, in what order, and who does that work? All of these questions can be answered by referring to the supporting processes. Click Add a process. BPM BlueWorks aSTEW Page 46 of 52
  • 47. © Copyright IBM Corporation 2009. All rights reserved ___ δ. Select the check box next to the Cancel Phone Contract process. Notice that you could also create a new process to support a capability, if one did not already exist. Click OK. ___ ε. You’ve now defined the linkages between one of OptiCall’s key capabilities and it’s process for cancelling phone ctoracts. Click the Finish Editing button, and provide comments about the changes that you made. Click OK when you’re finished. CONGRATULATIONS! You have created linkages between maps. BPM BlueWorks aSTEW Page 47 of 52
  • 48. © Copyright IBM Corporation 2009. All rights reserved Part 7: Revisions ____ 1. Managing the Revision History of your Map ___ α. Navigate to the Design page in the OptiCall Business Leadership space, and open the OptiCall Strategy map. ___ β. Recall that we defined OptiCall’s overall business strategy, and then later came back and added links to specific capabilities that help to implement the strategy. In both cases, we completed our work by clicking on the Finish Editing button and entering some comments about the work that had been performed or the changes made. Now we’ll see why those comments were so useful. In the View toolbar, click the History button. ___ χ. A timeline of the document is shown. The current state of the strategy map is shown, but hover your mouse over the previous point in the timeline to see the comments on this previous save point of the document. This was when we completed our initial version of the strategy map. ___ δ. Click on this previous save point, and notice that the map is shown as it was when we completed the initial definition of the strategy. The diagram itself doesn’t look any different, but you can actually dig into the Details View if you like, and you should notice that there are no links, because they had not yet been added to the document when this save point was taken. BPM BlueWorks aSTEW Page 48 of 52
  • 49. © Copyright IBM Corporation 2009. All rights reserved ___ ε. Finally, notice that the Revert to this Version button is available. While we don’t want to do this now, it could be helpful if some other user made an unauthorized or incorrect change to the strategy map. ___ φ. Click the X in the upper right of the timeline. We’re going to leave the OptiCall Strategy map just as it is. ___ γ. Log Out of Business Space. CONGRATULATIONS! You have completed this hands-on lab. BPM BlueWorks aSTEW Page 49 of 52
  • 50. © Copyright IBM Corporation 2009. All rights reserved Part 8: Appendix – Quick List for OptiCall Strategy Map This list can be copied into a new strategy map to create the OptiCall Strategy map:  Strength: Most comprehensive, fastest network available • Opportunity: Devices that leverage the unique network capabilities o Action: Work with key device manufacturers to develop exciting new devices  Threat: New market entrants • Threat: Focused on new 4G technology o Action: Continue industry-leading R&D • Threat: Providing cheap, no-hassle, pay-as-you-go plans o Action: Develop innovative pricing options  Weakness: Customer service is perceived as poor • Goal: Leaders in Customer Satisfaction o Measure: At least 95% of contracts renewed o Measure: Less than 1% of contracts cancelled early o Action: Review and re-align customer service and support organization  Goal: Top mobile operator in profit per customer • Opportunity: Fast network allows for extensive portfolio of advanced fee-based services • Measure: Profit of at least 500 USD per customer annually BPM BlueWorks aSTEW Page 50 of 52
  • 51. © Copyright IBM Corporation 2009. All rights reserved Part 9: Appendix – Quick List for OptiCall Capability Map This list can be copied into a new capability map to create the OptiCall Organizational Capabilities map: • Technology and Innovation: o Wireless Transmission o Handset Technology o Multimedia Services o Business Services • Sales and Distribution o Corporate Accounts o Consumer Accounts o Marketing • Customer Service o Account Maintenance o New Account Activation o Technical Support o Billing Support • Infrastructure Management o Maintenance o Network Expansion o Physical Plant (Non-Network) • Finance o Service Pricing o Promotions o Investments o Financial Operations BPM BlueWorks aSTEW Page 51 of 52
  • 52. © Copyright IBM Corporation 2009. All rights reserved Part 10: Appendix – Quick List for Cancel Phone Contract Process Map This list can be copied into a new Process map to create the Cancel Phone Contract process map:  Request cancellation of contract  Gather customer data  Fetch contract details  Check cancellation policy  Cancellation permitted? • No o Notify customer no cancellation possible • Yes o Receive cancellation letter o Prepare new offer  Make offer  Process contract changes  Process cancellation BPM BlueWorks aSTEW Page 52 of 52