• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content

Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Like this presentation? Why not share!

D2 7 200710 Poznan+Ameri Credit Bpm And Soa

on

  • 1,514 views

 

Statistics

Views

Total Views
1,514
Views on SlideShare
1,514
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    D2 7   200710 Poznan+Ameri Credit Bpm And Soa D2 7 200710 Poznan+Ameri Credit Bpm And Soa Presentation Transcript

    • AmeriCredit The Road to BPM and SOA Justin Brunt Senior Product Manager, TIBCO Software
    • Introduction to AmeriCredit  Leading independent auto finance company  More than 4000 employees  Funds approximately 25,000 loans per month from a centralized loan processing center in Arlington, Texas  Currently services more than one million active consumer loans  Manages a loan portfolio of $14 billion  Provides financing solutions indirectly through auto dealers and directly to consumers in the US and Canada. 2 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • Road to BPM + SOA  The Problem:  Streamline the current business process that validates and processes loan documents prior to funding our dealers and placing account on books.  Visibility  Resource Management  Regulatory Requirements  The Solution:  Put together a cross function team of business and IT.  Perform a business process re-engineering effort.  Evaluate the tools available in the market. Find the one most aligned to AmeriCredit’s needs.  TIBCO Solution  TIBCO iProcess Suite  TIBCO BusinessWorks  TIBCO EMS  TIBCO iProcess Decisions 3 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • Goal of the Project  Increased productivity of our current workforce  Elimination of redundant processes  Metric measuring and monitoring of our current workforce  Rapidly adjust processes for regulatory or other purposes 4 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • Results  Streamlined Development  Engaged TIBCO in 1st Qtr 2006  Design began in 2nd Qtr 2006  Development in 3rd Qtr 2006  Solution deployed to end users in January of 2007 Designed for Peak Load of 7,000 cases/day  Release 1 – January 18, 2007  4 Pilot Branches  1,534 Cases Started so far  187 Users in Various Roles  1,383 cases Funded through CPW System  Release 2 – June 2007  30,000 cases per month  ~600 Users, 90 Branches  25,000 cases funded per month 5 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • Results (cont.)  Optimized Business Process  Regulatory due-diligence checks up front (deal killers)  Cut down on back-and-forth processing  Reduced processing time, lower cost per loan  Customized Processing of Contracts  State / Country specific regulation  Quality of Loan  Reduced processing time, better customer service, lower cost per loan  Business Process Visibility  Managers can manage people not work  Eliminates manual reporting efforts  Allows managers to identify bottlenecks sooner, meeting SLA expectations  Reduced Training Time  Process and rules contain business intelligence rather than users  Outsourcing Readiness  Service orientation easily allows us to plug in outsourcing vendors  Contract Data Entry (in now)  Various validation processes (on the horizon) 6 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  Why BPM driven SOA important  SOA should be focused on business needs, so having it driven from business processes makes sense.  Allows services to be placed in context to specific process needs  Allows business users to have input into the requirements of services without being forced into a technical discussion  Business process definition is a natural way to define reusable services.  Leverage both existing and future process models  Easily identify services or actions that are utilized across multiple processes to identify reusable components  Business processes reinforce the value of a service oriented architecture 7 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  Discovering Services through Existing Processes  Existing business processes can be an excellent starting point for determining possible services  Existing processes probably already contain integration points (EAI steps)  The definition of the EAI step contains information that will help mold a service  When researching existing business processes it is important to note the following information:  Determine whether or not an existing EAI step can be defined as a service  Determine whether or not there is a value in creating a service for the EAI step  Important to only build reusable integration points as services, the cost can be 30% greater than a standard integration. 8 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  Discovering Services through Future Process Design  During the design of future business processes is an excellent opportunity to discover potential services.  Potential services can be noted in the business process design  Simple requirements surrounding actions and data requirements can be built into the process design  Defining services during process design adds value to a SOA implementation to the business  When designing future processes it is important to note the following information  The functionality of the service  The data requirements, at least at a high level. 9 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  Discovering Services external to BPM  Are there requirements for other systems to communicate with business processes?  Case starts  Triggering events  Manipulating Users, Roles and Groups  Close and Purge cases  And many more… 10 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  Determine which EAI steps for service design  What action(s) does the EAI step take?  Reusable functionality  Integration with external systems, databases or business logic  What value does a service give versus an EAI step?  Functionality that can be used by other systems developed in one service  Functionality that can be used by existing and future business processes  Each service becomes a single point of development, versus replicated EAI steps in multiple business processes 11 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  Best Practices for defining the service from BPM  Define the action or functionality of the existing EAI step  Business Logic  Systems or databases for integration  Utilize the existing inputs and outputs to define a data model (or schema)  Define the level of granularity of service(s)  Define the security of the service  At the end of this exercise, the information gathered should be defined in a technical specification for service development. 12 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design Process Review 13 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  SOA at Americredit  BPM Integration points  Rules logic (iProcess Decisions) – The requirements for rule logic were to be accessible not only by iProcess, but also the user interface and other processes  External systems – iProcess communicates with a large number of external systems. Funding a loan, calculating APR, and communication with external dealers are a few examples.  Services affecting iProcess – The imaging system creates cases in iProcess and external systems can trigger events in iProcess to manipulate the case. 14 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • BPM Driven SOA Design  SOA at Americredit (continued)  Implementation of services  iProcess utilizes BusinessWorks to communicate to external systems  External systems initiate BusinessWorks processes over EMS queues  BusinessWorks communicates with other systems over a number of protocols (EMS, Soap over Http and database connections) 15 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.
    • Thank you!  Questions?  Contact: Seamus Devine  Czech Republic, Poland, Slovak Republic, Hungary, Belarus  Email: sdevine@tibco.com  Tel: +420 739 559 658 16 © 2005 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.