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  • 1. 1. Introduction One of business challenges facing most companies is the skill gaps in Service Oriented Architecture (SOA) and Business Process Management (BPM). There is huge shortage of required SOA & BPM analyst skill in the marketplace. IBM IMPACT2007 survey shows that: • Half respondents said they have less than 25 percent of the necessary SOA skills SOA & WebSphere – Innov8 long IBM to help company meet term goals. October 31, 2007 • 80 percent are increasing SOA skills in their company this year. • More than 60 percent are focused on retaining existing staff on SOA. • A combination of business and IT skills was cited by 68 percent of the respondents as prerequisite to applying SOA to meet business goals. Innov8 is an interactive, 3-D educational game designed to teach the fundamentals of business process management and bridge the gap in understanding between business leaders and IT teams in an organization. It is a "serious game"—simulations which have the look and feel of a game but correspond to non-game events or processes such as business operations. It teaches BPM through an interactive simulation environment. This simulator has emerged as a successful method to train students and employees and accelerate the development of new skills. It helps you fill a significant education gap in BPM skills. 2. Summary of the Game The game follows a fictitious company called After. Inc. The characters are modeled after the same ones used in the 2006 IBM SOA movie titled "Launch". After, Inc had been doing very well but had recently acquired a company and is now struggling. The source of their poor performance is shrouded in mystery. Mike, the CEO who you would see in the opening video, hired Logan, the main character, to help address this poor performance. Logan is a business process management expert and her challenge is to solve the problems of the company in one dark and stormy night. She's been given her marching orders and the tools to get started in the right direction (ie: a laptop). You'll remember from the opening cinematic that the CEO issued Logan with a laptop, containing some important files. Let's take a quick look at them, beginning with the Heat Map. The Heat Map shows After Inc's business infrastructure, broken down into various functions or processes, and analyzed to identify areas within the company where there is the greatest opportunity for improvement - areas that are the "lowest hanging fruit"! The Heat Map is one of many BPM- or SOA-related artifacts that a player may encounter during game play. In the To-do list you can find the tasks or activities you should follow. The To-do list is constantly updated throughout the game to keep you heading roughly in the right direction. There are three levels in the game. In the Level 1, you will acquire all the information from the departments, and use a As-Is process model to put together smaller, individual pieces of the process. At the Level 2, you will collaborate with various After, Inc. process improvement stakeholders, and put bigger chunks together in the challenge to improve the process. You will take the process to the more difficulty level: creating a new To-Be process. The work from the Level 2 will result in a much improved To-Be process for the company. The company will proceed with assembling and deploying the new process into production. You will be given the responsibility to monitor and manage the new business process. In the Level 3, at the company’s Nerve Center, you are able to make decisions in real time and enjoy the visibility and dynamic control enabled by a true BPM solution built on an SOA. However, the challenge is far from over because “time is money” and each decision you make will directly affect the business, for better or worse! There are the dynamic business controls available at you fingertips, like fine-tuning knobs to adjust the new and improved process. The time and your decisions will tell if you win the game—how far you can get both of the gauges into the Green or you end up in the Red. 3. Innov8 Learning Objectives Upon successful completing the game, you should be able to • Understand the basic business process management lifecycle, from process discovery and modeling through process monitoring and management 1
  • 2. • Understand additional key business process management terminology and concepts Learning Objective 1: Understanding the Business Process Management (BPM) Lifecycle The Innov8 storyline and game flow are meant to portray the progression of the game’s main character through and around key activities over the life of a virtual process improvement project… and hence through the stages of the BPM Lifecycle: BPM Lifecycle Game Level 1 Game Level 2 Game Level 3 Activity Understanding the As-Is Business Building the To-Be Business Monitoring and Managing the Process Process New Business Process BPM Lifecycle “BPM 101” video shown on the Overview large screen in the Level 1 entry area illustrates and explains the BPM lifecycle at a high level Prioritizing Opening Cinematic: Mike provides Process Logan with a Component Business Improvement Model Heat Map to guide the Projects process improvement effort Logan obtains an existing process Process Discovery map from the computer on Stavros’ desk. Stella helps Logan understand how the As-Is process has changed. Logan discovers data to populate the process model: - KPI’s from Operations - Headcount levels from HR - Labor costs from Finance - Call statistics from Operations As data is collected, Logan incorporates it into the As-Is model. (Player can view by clicking Laptop > Model) Logan initially imports a process Logan selects design elements that Process Model map match stated requirements. Construction Stella helps Logan create a new model by dragging and dropping elements into process model swim lanes. Process Logan participates in global Requirements- collaboration to collect To-Be Gathering process requirements from colleagues. Sharon shares input on process issues gold-customer input on current process issues 2
  • 3. Process Analysis Logan finds a proposal on Virtual Colleagues provide Logan with Logan can review and analyze Agent (VA) technology which information that they process metrics within the KPI contains analysis of potential VA have derived through their own VIEW, to determine necessary effectiveness. analysis: process adjustments. Logan uses simulation to analyze the Logan uses simulation to analyze use performance of the As-Is model and cases and answer “what-if” questions validate it against empirical data. from Mike. Logan publishes simulation results to colleagues to garner validation and feedback. Logan selects design elements that Process Design match stated requirements. Logan publishes step-by-step model refinements to garner feedback. Process The As-Is process has already been Sam and Tomas mention various Staged implementation of Implementation deployed when Logan is first implementation tasks during global improvements occurs as Business and Deployment introduced to the situation. collaboration. Rules, Knowledge Base, Virtual Agent technology, and customer Sam refers to implementation and interfaces are introduced separately deployment in first interaction with over time. Logan. In IT, Logan (optionally) discovers software product boxes for tools used by IT to implement and deploy processes. Logan (optionally) discovers Business Process Execution Language (BPEL) diagram on whiteboard within IT Process Logan finds KPI’s during (optional) Logan can monitor process Monitoring interaction with Sharon and posted effectiveness through the on wall within Operations. HOLISTIC VIEW within the Nerve Center User Interface (UI). Logan can review “real-time” Key Performance Indicators within the KPI VIEW. Logan receives “real-time” process alerts within the ALERTS/NEWS VIEW. 3
  • 4. Sam mentions dynamic business Logan adjusts business rules, within Process rules capability during collaboration the BUSINESS RULES VIEW, to Management on routing schemes. modify process flow dynamically. Logan adjusts human resource levels within the HUMAN RESOURCES VIEW. Logan makes investment decisions regarding Virtual Agent technology within the INVESTMENT DECISIONS VIEW. Logan can switch in-flight workload between partners in the WORKFLOW IN-FLIGHT VIEW. Continuous Improvement Mike reconvenes the global Mike sees the need for continued and collaboration team to consider process refinement after the initial Optimization feedback from gold customers and To-Be model is put into production. make further process improvements Learning Objective 2: Glossary of BPM-Related Terminology Innov8 potentially introduces you to a number of terms and phrases associated with Business Process Management: Word or Phrase Definition Context within Innov8 Activity A unit of work performed in a business process. Mentioned by Sam during the Drag & Drop tutorial and Sub-processes, tasks, and services are examples of by Stella as she describes how the process really works. activities. Alert In the context of BPM, an automatic notification The panel in the upper right of the Level 3 Nerve Center from the process server that a significant event has monitor screen shows “real-time” process alerts. happened or a key threshold has been reached. In the context of IT, 1) to map available hardware, Architecting processes is mentioned in the BPM video Architect software, message protocols, etc, against that plays on the screen in the Level 1 entry area. application or process requirements, in an effort to meet key metrics around performance, security, In the Level 2 Collaboration exercise, Logan meets budget, etc. 2) a specialized role within the software Tomas, Lead IT Architect development community that concerns itself with the above. “As-Is” Process A model of a business process as it exists currently, Mentioned by Sam when Logan first meets her, and Model prior to process improvement efforts. again by Mike at the beginning of the Level 2 Collaboration meeting. Business Agility The ability of a business to respond rapidly to At beginning of the Level 2 Collaboration meeting, Mike marketplace dynamics, without delay due to indicates he is seeking greater Business Agility. required IT infrastructure changes Business Analyst A specialist who analyzes business needs and At the beginning of game play, Stavros introduces problems, consults with users and stakeholders to himself as “Business Analyst Extraordinaire”. identify opportunities for improving business return through information technology, and transforms requirements into a technical form. 4
  • 5. Business Architecture “The grouping of business functions and related Mike provides Logan with a “Business Architecture Heat business objects into clusters (“business domains”) Map” during the opening cinematic. over which meaningful accountability can be taken” (Wikipedia) Once game play begins, the player can view AFTER Inc.’s Business Architecture by clicking Laptop>Files>Heat Map Business Process Any activity or set of activities performed within a Mike introduces the term in the Opening Cinematic as he company or organization. In the context of gives Logan her mission. modeling software, a process is a progressively continuing procedure consisting of a series of A definition and illustration are provided within the BPM activities that are systematically directed toward a movie shown on the screen in the entry area of Level 1. particular result or end. Business Process A business process modeling language used by IT A BPEL diagram appears on a whiteboard on the rear left Execution Language for the formal specification of business processes wall in the main IT room. (BPEL) and business interaction protocols. BPEL is an executable language that orchestrates actions; for example, when to send or wait for messages. BPEL extends the basic Web services interaction model to support Business-to-Business exchanges. Business Process A structured, often cross-functional approach - Mike introduces the term in the Opening Cinematic as he Management (BPM) combining management methods with information gives Logan her mission. technology - to improving business processes over time or adapting them to meet new customer or A definition and illustration are provided within the BPM market needs. movie shown on the screen in the entry area of Level 1. Business Process The lifecycle of management-initiated activities that Referred to and illustrated within the BPM movie shown Management lead to continuous process improvement over time. on the screen in the entry area of Level 1. Lifecycle You architect and build a base process, implement the process, observe and analyze process performance, and then make changes to improve the process. And then you repeat the cycle, over and over, until the process is eventually retired. Business Process An abstract or conceptual representation of a First mentioned by Sam when meeting Logan. Model business process usually developed for understanding, analyzing, improving, or replacing the process being represented. A model can include representations of activities, relationships, information flows, and constraints. Business Rules In the context of BPM, a programming device by Business Rules are mentioned first by Sam during the which business strategies are implemented and Level 2 Collaboration, as a means to route calls to automatically enforced by the application or Partners under certain conditions. Process Server. Modern BPM systems often allow the Line of Business to modify business rules “on the fly” without having to modify the underlying IT infrastructure. CIO (Chief A commonly used job title for the highest-ranking When Logan first meets Sam, Sam indicates that the CIO Information Officer) executive who oversees the information technology has mandated the use of the modeling software Logan group within an enterprise. will use. Collaboration “A structured, recursive process where two or more Collaboration is first mentioned by Sharon if/when people work together by building consensus and Logan meets her in the Level 1 entry area. sharing knowledge in an intellectual endeavor toward a common goal which is typically creative She and Mike co-host the “Global Collaboration” in nature. Collaboration does not require leadership meeting that is the basis for Level 2. and can even bring better results through decentralization and egalitarianism.” (Wikipedia) 5
  • 6. Connection A link between two elements in a process map or Mentioned by Sam in the Drag and Drop tutorial. Then, diagram. Connections are typically used to specify as Logan builds the As-Is model, we see the model the chronological sequence of activities in a elements auto-connect. process. Connections also appear in various model diagrams in the BPM video and throughout Levels 1, 2, and 3. Core Activities (a.k.a. Strategic business capabilities that must be During the Collaboration, Mike asks his team to identify core competencies) performed well, in order for the business to thrive. non-core activities that can be minimized. Businesses often seek synergy with one another, by outsourcing their own non-core activities to external partners who view the very same activities as their core activities. Dashboard In the context of IT, a business management tool The monitor screen that Logan sees in the Level 3 Nerve used to visually ascertain the status (or "health") of Center (with its KPI panel) is representative of a business a business process or enterprise via key dashboard. performance indicators. Decision Symbol A process element that routes an input to one of The “decision” symbol is defined and first used during several alternative outgoing paths, depending on its the Drag and Drop challenge in Level1. condition. A decision is like a question that deter- mines the exact set of activities to perform during a It also appears in model diagrams in the BPM video and process run. Questions might include "What type of throughout Levels 2 and 3. order?" and "How will the order be shipped?" Flexible An IT infrastructure that has been architected Mike suggests in the Level 2 Collaboration that proposed Infrastructure specifically to provide business agility - capable of changes are resulting in a more Flexible Infrastructure. responding dynamically to both planned and unplanned business events. “Heat Map” In the context of Component Business Modeling, a Mike provides Logan with a “Business Architecture Heat graphical representation of data wherein the Map” during the opening cinematic. concentration of multiple factors under investigation is illustrated by a corresponding Once game play begins, the player can view AFTER concentration of colors in the model. A heat map Inc.’s Business Architecture by clicking can be used to identify the greatest opportunities for Laptop>Files>Heat Map reducing costs, delivering competitive advantage, or other factors. “Import” To bring a model design – created within one tool – Near the end of the Level 2 Collaboration, Sam indicates into a second tool, thereby saving time and reducing she will import Logan’s To-Be model into tooling used human errors due to re-keying. For example, a by IT. model developed by a Business Analyst may be imported into development or integration tooling used by IT. Key Performance A significant measurement used to track First mentioned by Sharon if/when Logan meets her in Indicators (KPI’s) performance against a business objective. A key the Level 1 entry area. performance indicator has a target or ranges, or both, to measure the improvement or deterioration Later, Logan finds AFTER Inc Call Center KPI’s posted in the performance of an activity that is critical to on a wall in Operations. the business. Knowledge Base “A special kind of database for knowledge Mentioned by Sam during the Level 2 Collaboration as a (a.k.a. Repository) management. It provides the means for the means to collect and store call information for later computerized collection, organization, and retrieval retrieval. of knowledge.” (Wikipedia) Merge Symbol A process element that recombines multiple A “merge” symbol is defined and first used during the processing paths, typically after a decision. A mergeDrag and Drop challenge in Level1. brings several alternative paths together. Portal “A Web framework for integrating information, The monitor screen that Logan sees in the Level 3 Nerve applications, and processes across organizational Center is representative of a business portal. boundaries.” (Wikipedia) 6
  • 7. Process Automation A process that businesses use to contain costs, by In Level 1 play, Logan may discover a proposal for deploying and integrating software applicationss Virtual Agent technology that automates call-handling. and cutting labor wherever possible. During the Level 2 Collaboration, Mike asks if it is not possible to automate the handling of certain calls. Process Deployment The actions that IT takes, to move a process from Deployment is mentioned in the BPM video that plays on the development and test environment into the screen in the Level 1 entry area. production. In the main IT room, Logan may examine product boxes for software that AFTER Inc apparently uses to “deploy and run business processes. Process The actions that IT takes, to convert the business During the Level 2 Collaboration, Sam mentions Implementation process model into working application code that implementing Virtual Agent and Knowledge Base runs on specific computer hardware and software. technologies. Process Improvement 1. A proactive set of management activities aimed During the BPM video shown on the screen in the Level at identifying, analyzing, adapting and improving 1 entry area, process improvement is mentioned as a existing business processes to meet specific goals basic objective of BPM. and objectives. 2. An incremental result of such activity. Process Innovation A change in a process which results in a radical During the BPM video shown on the screen in the Level shift in process metrics and/or structure, typically in 1 entry area, innovation is mentioned as a means to response to evolutionary changes in the dramatically reduce the cost and time of business marketplace. adaptation. Process Map (a.k.a. A diagram that depicts the activities and decisions When Sam first meets Logan Sam advises to look for Process Diagram) that are performed within a business process and the someone in Operations who may have a Process Map to order (chronological time sequence) in which they use as a starting point. are performed. Process maps are augmented with various element attributes, such as costs and Logan retrieves one of several process maps from the durations, to yield more comprehensive process computer on Stavros’ desk. models to support simulations and other process analysis tasks. Process Model A typically visual representation of a real business First mentioned in the BPM video that plays on the process that is composed of the individual steps or screen in the Level 1 entry way, and again by Sam when activities that make up the process, contains the Logan first meets her. conditions that dictate when they occur, and identifies the resources required for its performance or run. Process Model Distinct, self-contained units of a business process Sam discusses the various model elements during the Elements map or model. Examples of elements are tasks, tutorial for the Drag and Drop exercise. decisions, merges, and connections. Process Server Specialized software platform for executing and During the Level 2 Collaboration, Tomas mentions the “choreographing” business processes during run- Process Server as the group discusses dynamic selection time (i.e. in production). of services. “Publishing” In the context of process modeling, the notion of First mentioned by Sam when Logan first meets her. posting a copy of a modeling project or some of its elements to a server for review and reference by Then, Logan has to publish her intermediate results process stakeholders. during the Collaboration meeting. Service A capability – typically external to an organization - Logan mentions services in the context of SOA if/when that can be utilized repeatedly within the processes she finds the book in the Level 1 entry area. of that organization, using a prescribed interface. Services typically implement functionalities most She mentions services again if/when she finds the humans would recognize as services, such as Service Lifecycle or the BPEL diagram in the main IT checking an individual’s credit history, or placing room. an airline ticket order. Services that can be invoked over the World Wide Web are referred to as Web Then, Sam and Tomas mention services several times in services. the Level 2 Collaboration. 7
  • 8. Services Registry A software facility for storing basic information Mentioned by Tomas, during the Level 2 Collaboration, S about services, including how to interact with the as a mechanism for enabling dynamic service selection. service, who has access rights to the service, and which applications currently use the service. Simulation A key analytical capability providing faster-than- First mentioned by Sam when Logan first meets her. real-time execution of a process in a virtual environment. Simulation enables organizations to Logan uses simulation to validate the As-Is model. observe how a process is likely to perform in response to variations of inputs to the process. Logan uses it again to explore To-Be model use cases Simulation output can provide detailed information during the Level 2 Collaboration. regarding resource usage levels and the results of cost and cycle-time calculations. SOA (Services A business-centric IT architectural approach that The book lying on one of the tables in the Level 1 entry Oriented supports integrating business as linked, repeatable area is titled “SOA and Web 2.0 – The New Language of Architecture) business tasks, or services. SOA helps users build Business”. composite applications, which are applications that draw upon functionality from multiple sources Logan’s corresponding “thought dialogue” expands on within and beyond the enterprise to support end-to- the SOA acronym. end business processes. SOA Governance SOA governance is an extension of IT governance Mentioned in Logan’s “thought dialogue” if/when she that focuses on the lifecycle of services and finds the Services Lifecycle screen saver in the main IT composite applications in an organization’s service- room. oriented architecture (SOA). Key functions of SOA governance are 1) to define decision rights for the development, deployment and management of new services, and 2) to monitor, capture and communicate results. Standards-Based The notion that some tooling implements and When Logan first meets Sam, Sam indicates that the CIO Tooling enforces accepted industry standards – including has mandated the use of standards-based tooling. protocols and user interface elements - that enable interoperability and exchange of information between tools, and facilitate rapid assimilation of the tooling by new users. “Swim Lane” Derived from an analogy to lanes in a swimming Swim Lanes are explained by Sam during the Drag and pool, a visually separated row in a process flow Drop tutorial and illustrated during the Drag and Drop diagram that groups all the activities in the process challenge. that are performed by a particular combination of roles, resources, organizations, or locations. Task The lowest unit of work (activity) represented in a The “task” symbol is defined and used during the Drag process model diagram. and Drop challenge. The symbol is also used in process diagrams throughout Levels 1, 2 and 3. “To-Be” Process A model of a business process as it is intended to Mentioned by Sam when Logan first meets her, and Model look in the future, following process improvement again by Mike at the beginning of the Level 2 efforts. Collaboration meeting. Tooling Specialized software for modeling, designing and First mentioned by Mike in the Opening Cinematic when building applications or entire business processes. he tells Logan to acquire needed tooling from Sam. Sam later explains the function of the tooling Logan will use. Validation In the context of business process modeling, When Logan first meets Sam, Sam advises Logan to ensuring that a model is correct syntactically and make sure she validates the As-Is model with a true that it accurately reflects the process as it is or as it process expert. is expected to be. Automatic syntax checking (validation) is often provided within the modeling tooling. But determining model accuracy requires inspection by true process experts and/or comparison of simulated results to empirical data. 8
  • 9. Web 2.0 A set of “second generation” web-based The book lying on one of the tables in the Level 1 entry technologies, communities and hosted services — area is titled “SOA and Web 2.0 – The New Language of such as social-networking sites, wikis, etc — which Business” aim to facilitate collaboration and sharing between users. (Adapted from Wikipedia) “Wiring” Connecting services together within a process or Logan mentions wiring in her thought dialogue if/when composite application. Some BPM tooling enables she finds the BPEL diagram in the main IT room. the Integration Developer to “wire” services to one another through a graphical user interface - Later, Sam mentions wiring services during the Level 2 connecting the output interface of one activity with Collaboration. the input interface of the next activity within the process sequence. The following is the additional learning points illustrated within Innov8: Learning Point Context within Innov8 Successful implementation of BPM Logan finds a poster describing the partnership between business and IT in the main IT room, usually requires a strong partnership and wonders if it is all “just fluff”. Then, in the Level 2 Collaboration, IT and the business between the Line of Business and IT. work together to recommend and eventually implement needed process improvements. IT provides the tooling and implementation support, while the LoB supplies process expertise. To help maximize ROI, process In the Opening Cinematic, Mike provides Logan with a Heat Map which assesses various improvement efforts should be guided business areas with respect to opportunities for lowering costs, gaining revenue, etc. The point by some overarching strategy, based is not that a specific methodology must be used, but rather that an organization should have on methodologies like Component some rational approach to prioritizing potential improvement projects. Business Modeling hot-spot analysis. There are many ways to help reduce Logan and AFTER Inc manage risk in a number of ways, including: Executive sponsorship risk during a business process from Mike; recruitment of Logan to drive the project (she supposedly is uniquely qualified for improvement project. her mission); group collaboration during process re-design; use of simulation to test To-Be model variants; etc. You don't always have to start from Sam advises Logan to look for someone in Operations who might have an existing process scratch. Often there is someone who map which can be used as a starting point. can provide a helpful starting point. You may get erroneous and even Logan obtains a process map from Stavros, a self-described “Business Analyst extraordinaire.” intentionally misleading inputs from But Logan learns from Call Center guru that the map is out-of-date. Logan might have some individuals and you have to be guessed there would be problems with Stavros’ map, given his poor attitude towards work and able to sort that out somehow. his lack of eagerness to help Logan in her quest. You should always validate As-Is This is a corollary to the point above. The point is, you can't always trust supposed experts process flows with real experts, i.e. who may have personal agendas, nor information sources like procedures manuals that are people that know the real business often obsolete and may never have been accurate in the first place. Too often, “current” flow first-hand. process maps portray processes as they used to be, or are thought to be, or as they should be, rather than as they are. Successful modeling typically requires Logan puts this critical skill to use in the Drag and Drop exercise of Level 1 and the translating verbal or text requirements Collaboration exercise of Level 2. into representative diagram segments and/or elements. A standard set of modeling symbols Sam stresses that the modeling software is standards-based and mandated by the CIO, partly helps to communicate effectively & to because it enables better communications. Stella leads Logan through the Drag and Drop share design information between exercise where standard symbols are used to construct the As-Is model. Then, in the Level 2 tools seamlessly. Collaboration, individuals from all areas of the business are able to quickly understand model changes which Logan has made. In the real world, there is no one standard set of symbols used by all modeling software vendors, although the industry appears to be moving in that direction with the growing acceptance of Business Process Management Notation (BPMN) – a standard proposed and maintained by the Object Management Group. There are typically many variables Sam makes this point with Logan, following the Drag and Drop challenge. Logan must visit (resource levels, event arrival rates, all four departments within Level 1, in search of data to populate the model. etc), within the process, which must be specified correctly if the model is to reflect reality. The better the inputs, 9
  • 10. the more reliable the outputs. Best practice usually suggests This only makes sense, because the To-Be model is typically an adaptation of the To-Be. And validating the As-Is model before validating the As-Is can build needed credibility in the face of difficult process changes. Logan embarking on the To-Be process. validates the model flow with process expert Stella, and then uses simulation to validate the complete model against empirical data (KPI’s). Collaboration can greatly accelerate The Collaboration meeting of Level 2 brings together individuals from several areas of the process improvement and innovation. business, each contributing their own perspectives, expertise, ideas and values. Flexible business rules make a process In the Level 2 Collaboration, the team decides to implement business rules to control call flow, more dynamic and responsive to allowing Logan to react to new information and “tweak” performance, in response to changing changing conditions. arrival rates and call mix. Simulation can help identify In the Level 2 Collaboration, Logan adjusts the arrival rate within a particular use case and bottlenecks prior to implementation. identifies the point at which the Low-skill queue becomes a bottleneck and results in call abandonment. There is no such thing as an “optimal” In this case, for example, AFTER Inc. could always spend more money on call-taker process because, in theory, there is education, seek a new business partner who is willing to undercut the prices set by Partner 1, always some way to reduce costs, or invest more money in Knowledge Base and Virtual Agent software to achieve greater shorten durations, etc for particular efficiencies. process activities. For a given business process and In the Level 3 Nerve Center challenge, there are many combinations of business rule setting scenario (use case), depending on the and resource levels which will result in KPI values that meet Mike’s objectives. objectives there can be multiple “good”, "right", or “acceptable” solutions. Because of competing objectives, it is In this case, Logan can shift more calls to Partners to lower costs but at the expense of often difficult, if not impossible, to increasing service times for medium and hard calls. And vice versa. truly “optimize” a business process. 4. Installing Innov8 on Windows Platforms • You computer must meet the following requirements, or you may not be able to successfully use INN0V8 OS: Microsoft Windows Vista/XP/2000/98/Me RAM: 128 MB RAM or more Disk space: Approximately 750MB Processor: Pentium III or Athlon 800 MHz or greater Sound: 16-bit DirectX 9.0c-compatible sound card and drivers CD-ROM: 4x CD-ROM drive and drivers Video card: 3D hardware accelerator card, for optimal performance: - nVidia GeForce2 or equivalent ATI card (or higher); - DirectX 9.0c (compliant 32 MB Video card and drivers) or higher INN0V8 is NOT supported on MAC or LINUX platforms • Steps have been taken to enable Innov8 to run on systems that do not meet the precise video card (nVidia and ATI) specifications stated above. Generally speaking, if your system is DirectX 9.03c compliant, there is a reasonable expectation that the game will run. Inevitably, there will be exceptions to this rule-of-thumb. Moreover, in some environments – where key graphics card functions have been emulated within the software – Innov8 may run but with unacceptably slow performance. • The current set-up should allow the game to launch regardless of the video feature set available on your system. If a warning message appears, there is a chance the game will exit shortly after that message. Otherwise the game should function correctly. 10
  • 11. • If your system is DirectX 9.03c compliant and you still experience problems installing or launching the game, please use the following procedure to collect information for our developers. a. Click "Start" on the Windows taskbar at the bottom of the screen. b. Click "Run" c. Type in "dxdiag"; without the quotes d. Click "Ok". e. Click the third tab labeled "Display" to view your video card and driver information f. Click "Save all information" to save the screen information to a new file on your computer. g. Send the saved file to Dave Daniel at ddaniel1@us.ibm.com • If you are replacing a previously-installed version of Innov8, go to Start > Settings > Control Panel and use Add or Remove Programs to remove the previous Innov8 game version from your system. • Navigate to the distributed zip file. Right-click on it and click Extract All… and use the Compressed Folders Extraction Wizard to extract the contents of the zip file. • Find the extracted setup.exe file and double-click to invoke the Innov8 InstallShield Wizard. • Click Next on the InstallShield welcome screen. • Accept the terms of the IBM license agreement and click Next. • Click Next to install to the selected folder, or click Change to install to a different folder. • Click Install to begin the installation. • Click Yes to accept the Microsoft DirectX Software License Terms. • Click Finish to exit the InstallShield Wizard. • The install process should create a shortcut on your Windows Desktop. Click the shortcut or navigate to where Innov8 has been installed, find INNOV8.exe, and double-click to launch the game. • If a shortcut is not automatically created on your desktop, to expedite launching in the future, right-click on INNOV8.exe and click Create Shortcut, then drag the Shortcut to INNOV8.exe file to your desktop. As long as you install future copies of Innov8 in the same location, the same shortcut should work. • It is possible to run Innov8 in full screen mode. We do not recommend full screen mode at this time, as performance is slower and can result in situations where you ‘lose’ your cursor. However, if you want to test it or just see how it looks, you can go to Start > Run, click Browse to locate the INNOV8.exe file, and then add the switch “/fullscreen” (without the quotes) after the path/file name. Then click OK to launch the game. 5. About Innov8 Support IBM's created Innov8 to deliver a unique BPM educational experience using modern 3D gaming technologies. While business simulators have been around since the 50's, it's the combination of business simulators with advanced 3D graphics that makes Innov8 truly unique. Innov8 is not a commercial product or an IBM 'program product. It is distributed AS-IS, with no implied warranties or support. You can read the exact license text here. As you might 11
  • 12. imagine, the economics of providing support for innovative, 3D-intensive software that is distributed to the academic community AT NO CHARGE are 'challenging'. That said, we want Innov users to have a great experience, and when issues arise, our strategy is to help users find answers as quickly as possible. To that end, we've provided a clear set of Innov8 Technical Requirements, a Trouble- shooting FAQ, and an Innov8 Forum on IBM DeveloperWorks where we think we can address 99% of the questions that will come up. We can't promise you'll LIKE the answer you find using these methods. It's a simple fact that Innov8 won't work on EVERY PC or laptop. However, we do sincerely want to help you assess your situation as fast as possible, with minimum frustration. We believe strongly in this approach and hope that many will play the game and find it beneficial. That's why we're making it available through IBM's Academic Initiative AT NO CHARGE. As you can imagine, our NO CHARGE 'business model' implies that we must deliver end-user support in a very cost effective manner. This means relying heavily on web-based tools to share information and build community knowledge about tips, tricks, and best practices. We'd like to invite you to tell us how we're doing in the INN0V8 Forum. Ideas, compliments, gripes... we'd like to hear them all. And if you have ideas on how we can do this even better, we'd love to hear from you in the Innov8 Forum. 6. And a few more words on technical requirements ... Unfortunately, given the requirements of 3D applications, and the infinite combinations of PC hardware, software, and componentry in the market today, it's a simple fact that INN0V8 will not run on EVERY laptop or PC. Why? Some of the most common reasons are that 3D applications need a minimum level of capability to function, and not all machines meet the minimum. Laptop manufacturers often make trade-offs between graphical capability and longer battery life. PC makers often make trade-offs between graphical capability and cost. Similarly, we've tried to balance our love for cool, visually dazzling displays with the realities of the I.T. environments we think we'll encounter. To that end we've tried to select technologies that will deliver an impressive experience with relatively modest hardware pre-reqs. We hope we've hit the right balance. Let us know in the Innov8 Forum. 7. Troubleshooting F.A.Q. -- Start Here a) Ensure your system meets the minimum system requirements. We really mean it. b) Please ensure your operating system is up to date. To do this, please ensure you are logged in as an administrator and go to http://www.windowsupdate.com. Scan your computer using the link provided, and download and install the necessary updates. You may need to do this several times until no updates are required. c) Ensure your graphics card driver is up to date. Please go to the support section for your computer manufacturer's website (Example: for Lenovo, www.lenovo.com) or the graphics card support site (nVidia, ATi, etc.) and download the latest drivers for your video card. (To confirm the name of your video card, click on the Windows Start button on the taskbar, click on "Run" and type in "dxdiag"; without the quotes. Click on the third tab labeled "Display" to verify your video card's name.) d) Ensure you have the latest installation of Innov8 8. Tips for Playing Innov8 a) You can reposition the game window after the game launches. When you click Start Game the Opening Cinematic will play (1 minute and 40 seconds). b) If you have already played the game and want to skip the introduction, you can right-click during the Cinematic to end it and go directly to game play. c) When game play begins, note the Laptop button in the upper right of the UI. You can click to view the assets you have collected (initially, only the Heat Map that CEO Mike has provided). You can also view your To-Do List, 12
  • 13. which will be automatically updated as you progress. So in theory, if you forget what your next mission is, you check your to-do list. d) There is also a Menu button which includes player control options. Go to Menu>Options>Controls. The Menu section will eventually enable the player to Save/Restart, but that function is not yet activated. e) The game play is similar to other first person games that you are typically familiar with. Below are repeated the key assignments for player controls. It is the easiest to control movement using the “w” and “s” keys with your left index finger while controlling direction using your right hand fingers on the left and right arrow keys, but “to each his own”. Note that we may change this navigation scheme later, as our use of “s” for running is considered non- standard. For a diversion, you can use the space bar to help Logan climb the art sculpture behind Stella’s desk and jump onto the globe. w = up arrow = “walk forward” Level 1: Navigation s = shift+up arrow = “jog walk forward” W Ctrl + s = “run high speed forward” A S D Ctrl + S = sprint d = right arrow = “turn right” left jog right a = left arrow = “turn left” Space Bar = jump space bar = “jump” Right mouse click = camera turn walk f) As you approach a character, you will automatically engage him/her when you get within ↑ their “zone”. We may change Shift + ↑ = jog this later. The dialogue will ← → Ctrl + ↑ = sprint begin and you use “Click to continue” to advance. left right Slide: 13 g) When you come near a “Point of Interest”, you will see an option to “Examine” it more closely. Just click the message on the screen. “Thought dialogue” appears as Logan examines each item. h) As you move through the game, you can adjust the camera angle/direction by right clicking and moving the mouse simultaneously. This will allow you to see into cubicles and peek around corners but can sometimes be difficult to direct precisely. i) The tutorial for the drag and drop challenge with Stella has been improved. The idea is to create the model to look like the image below, one column at a time, starting from the left. Stella gives a hint, a column will be highlighted, and you point, click and drop the appropriate shape(s) into the column. You select from the choice of labels provided. You have to click “Next” to move to the next column. After the last activity, the model transforms and you are off to the next challenge. If the player doesn’t get a column right after a few tries, Stella takes over and completes that column, and you advance to the next column. 13
  • 14. j) Following the drag and drop, you have to locate and download four assets to advance. We plan to introduce some character interactions into this part of the game, but in the meantime, • Performance data (KPIs) are posted on a wall as you enter Operations. • Call Statistics are in a spreadsheet on a desk in IT • Resource Levels (HC) are in the left-rear cubical in Human Resources. • Resource Costs are on a desk in the front-right cubical in Finance. k) Level 2 (Collaboration) is relatively complete and straightforward, although we will be adjusting the dialogue and instructions based on feedback. Follow the dialogue by clicking “Continue”, when prompted by Mike, use the large up and down arrows scroll vertically and select the appropriate design element, and hit “Publish to Team” to get feedback and/or advance. Then you have to simulate a use case. Use the small up and down arrows to manipulate the input variable (bottom left of screen), use “Simulate” to see the impact on the output variable, and “Publish to Team” when you have the answer to Mike’s question. l) A (highly-recommended) tutorial exists for Level 3 which is currently playable for four turns. The objective is to get both KPI gauges at or below target values. There are many ways to do it. One simple way is to route 100% of both medium and easy calls to the partner queue. To meet budget constraints, reduce high-skill resources to 3 (any lower and you suffer queue backup on hard calls) and low-skill resources to 3 or less. When we activate the remainder of the game (2nd pass through Levels 2 and 3), the storyline will be that we need to pull back on the outsourcing strategy, at least for “gold” customers. m) If you get stuck or have any questions, call 412-443-0746 or send a note to ddaniel1@us.ibm.com. n) Good luck!! 14