Your SlideShare is downloading. ×
ECM BPM Strategy With Enterprise Architecture Maturity Model
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

ECM BPM Strategy With Enterprise Architecture Maturity Model

3,776
views

Published on

Applying the MIT Enterprise Architecture Maturity Model to ECM and BPM

Applying the MIT Enterprise Architecture Maturity Model to ECM and BPM

Published in: Technology

0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
3,776
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
109
Comments
0
Likes
4
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
  • It is necessary to understand the business operating model.
  • Seamless access to shared dataAll things to some peopleIntegrated but not standardized product lines and functionsBuilt to enhance customer service
  • EA envelopes IT Arch or is the marriage between the business and IT
  • If you don’t know where you are going, you’ll never get there. Each company must understand the phases that it must pass through and the process of moving from phase to phase. Just like in software development, you cannot skip a phase.
  • Business Silos – Vertical applications, separate admin systems, multiple development teams, more than one CIOStandardized Technologies – Standard toolkit to build business applications. Cuts costs, allows for IT people to move around.Optimized Core – Vertical walls between business start to come down. More shared infrastructure, faster time to market, enterprise services.Business Modularity – The dream of every business, having the pieces in place to deliver business applications quickly to allow the business to lead the market.This is the result of a study from MIT’s Sloan School of Management released in 2006 “Enterprise Architecture as Strategy”Some large financial services companies were a part of the study.
  • These three area of knowledge are necessary to build a team that can take the business vision and turn it into an enterprise strategy.
  • Financial services companies deal in content and process. Content comes in from many sources and in many forms. It is stored in a common repository (or group of repositories federated together to look like one). Three things can happen to this content:It can just stay in the repository i.e. archived.It can be attached to a in-process workflow.It can launch a new workflow.Content arrival is decentralized. Content storage is centralized. Content launches business processes that are decentralized. A claim can be processed in Paducah, KY while a policy can be underwritten in Moosejaw, Saskatchewan. Business processes produce more content (audit trails, event logs, reports, database updates, reports, datastreams, corp documents, etc.) which are stored in the repository. This content can then be distributed outside the enterprise to customers, vendors, clients.
  • Underneath the content and business processes are the engines the drive everything. These engines must work as one to move the content through the enterprise. Content is centralized into the repositories, processes are decentralized.
  • Almost everything that an financial service company does is built around the case. Each case has certain object relationships while it is in process.
  • Current and Target State diagrams combined with vision statements form the foundation for an enterprise CM/BPM strategy. Each project must contribute something to the enterprise vision.
  • The business must have a vision.Moving from Bus Silos to Standard Tech is the most difficult phase transition in the arch maturity processThe decision of core technologies is first and foremost a business decisionSome of the requirements for standardized CM and BPM arePerformanceScalabilityCompanies business strengths
  • From a high of 120 to today’s price of $7 the company has lost 95% of its market cap. This is a company that will not be around much longer.The problem is that no one is in a position to buy them. The big boys (Oracle, MSFT, IBM) already have made their purchases and have their products and visions in place.
  • Meanwhile, IBM is near its 2000 mania highs. It has weathered the storm well and is positioned to weather the next downturn.
  • The same mentality is applied to developing software. Never code for the exception, always the rule. Speed up the processing of 80% of the claims and this frees up resources to deal with the other 20%. Building for the exception causes delay, poor performance, and business rules that cannot be understood.An ECM/BPM platform that can do 80+% out-of-the-box and is well integrated will put you miles ahead. Projects and strategies do not fail because of technology (this is another of my presentations, “Why DoProjects Fail?”
  • One CTO said “We will not implement a content engine in Windows”. The performance is not there.Content must be able to be distributed around the enterprise for business processing (caching and prefetching of images)FileNet has been doing these things for over 25 years.
  • Transcript

    • 1. Enterprise Content and Business Process Management
      Developing an ECM/BPM architecture
      David M Champeau
      Feb 2008
    • 2. The Operating Model
      Coordination Model
      Organic: stream of product innovations easily made available to existing customers using existing integrated channels
      Acquisition: can acquire new customers for existing products but must integrate data
      Diversification Model
      Organic: small business units may feed core business; company grows through business unit growth
      Acquisition: unlimited opportunities; must ensure shareholder value
      Unification Model
      Organic: leverage economies of scale by introducing existing products/services in new markets; grow product line incrementally
      Acquisition: can acquire competitors to leverage existing foundation; must rip and replace infrastructure
      Replication
      Organic: replicate best practices in new markets; innovations extended globally
      Acquisition: can acquire competitors to extend market reach; must rip and replace
      High
      Business Process Integration
      Low
      Low
      High
      Business process standardization
    • 3. Operating Model Examples
      Coordination Model
      MetLife
      Diversification Model
      Carlson Companies
      Unification Model
      Delta Airlines
      Replication Model
      ING Direct
    • 4. Characteristics of Four Operating Models
      Coordination
      Shared customers, products or suppliers
      Impact on other business unit transactions
      Operationally unique business units or functions
      Autonomous business management
      Business unit control over business process design
      Shared customer/supplier/product data
      Consensus processes for designing IT infrastructure services; IT application decisions made in the business units
    • 5. Coordination Model Example
      Merrill Lynch Global Private Client
      Single face to customer through multiple channels
      Customer transactions are independent, but product data is shared
      Individual financial advisors own their customer relationships
      Financial advisors customize their interactions with customers
      Financial advisors in 630 offices exercise local autonomy within bounds of their responsibilities
      Total Merrill platform provides shared access to technology and data
      IT organization provides central technology standards
      Goals
      Seamless access to shared data
      All things to some people
      Integrated but not standardized product lines and functions
      Built to enhance customer service
    • 6. Enterprise Architecture vs IT Architecture
      Enterprise Architecture
      Organizing logic for business process and IT infrastructure reflecting the integration and standardization requirements of the companies operating model
      Identify the processes, data, technologies and customer interfaces that take the operating model from vision to reality
      IT Architecture
      Business process architecture (tasks)
      Data or information architecture
      Application architecture
      Infrastructure and standards
    • 7. Understand Where You Are and Where You Want to Go
      Undertand that you must go through certain phases as a company
      It takes a team effort
      Everything revolves around the business
      IT needs to learn the business before offering solutions
    • 8. Phases of Architecture Maturity
      Business
      Silos
      Standardized
      Technologies
      Optimized
      Core
      Business
      Modularity
      Phase 1
      Phase 2
      Phase 4
      Phase 3
      You are here
      Some of your competitors are here
    • 9. Building a team
      3 areas of knowledge are required
      Business
      Technology
      Process
    • 10. CM and BPM enterprise model
      Scan
      BP1
      Rpts
      Fax
      BP2
      XML
      Content
      Repository
      Content
      Repository
      PDF
      BP3
      PDF
      XML
      BP4
      DB
      email
    • 11. CM and BPM enterprise model
      CM and BPM enterprise model
      Scan
      BP1
      Rpts
      Fax
      BP2
      XML
      Content
      Repository
      Content
      Repository
      PDF
      BP3
      PDF
      XML
      BP4
      DB
      email
      Content
      Engine
      Process
      Engine
      Appl
      Engine
      Rules
      Engine
      Web
      Services
      Admin
      Systems
      Content Repositories
    • 12. Insurance Business Model
      Case management
      Case - a specific occurrence or matter requiring discussion, investigation and decision
      A Case contains one-to-many object relationships
      Claim can relate to multiple policies and accounts
      Address change can affect multiple accounts
      A Case is a work-in-process folder
    • 13. Where to Start
      Current State diagram
      Target State diagram
      Identify the gaps (gap analysis)
      Each future project must contribute something to the Enterprise Architecture
    • 14. Next Step – Standardized Technologies
      Understand the Business Vision
      Moving from Business Silos to Standardized Technologies requires some hard decisions
      Understand that we are making business decisions
      Identify requirements for the technologies
    • 15. Technology Business Requirements in CM and BPM
      How do we decide on which company(s) is best positioned to provide strategic technologies?
      One place to start is the stock prices
    • 16. Example - Stock price of Tibco
    • 17. Stock price of IBM
    • 18. Enterprise CM and BPM Requirements
      Integrated product suite
      Performance
      Scalability
      Centralized and Distributed
      Integration with other technologies
      Complete content federation
    • 19. Integrated Product Suite
      Content Management
      Business Process Management
      Records Management
      Email Management
      Web Content Management
      Application Development Frameworks (BPF)
      Component Plug-in capability
    • 20. Why an integrated product suite?
      Why not mix and match pieces from many companies?
      Too much time wasted trying to figure out how the pieces fit together
      Perfection does not exist
      Begin today implementing a platform that does 80%
      This will free up resources to deal with the other 20%
    • 21. Performance
      Federated content repositories need high-performance content engines
      Ability to cache images around the enterprise
    • 22. Scalable
      Horizontally
      Build up the core engines
      Vertically
      Distribute engines
      Standardized server platform
    • 23. Integration with other technologies
      LDAP
      Rules engines
      Web services
      On-Demand
      Sharepoint connectivity
    • 24. Expanding the vision
      Process Analysis
      Process Simulation
      Records Management
      Records Crawler
      Electronic Forms
      System Monitoring
      Process modeling tools