Center of Excellence Peer to Peer Forum

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"Intelligent BPM" (iBPM) is the next-generation of BPM technology. What are its implications for your BPM Center of Excellence? What are the right projects for the technology? Are you moving your organization in the right direction to take full advantage? Dr. Setrag Khoshafian answers these questions and explores a range of exciting iBPM concepts.

This presentation was used as part of a live webcast. You can watch the full recording with audio at: http://www.pega.com/resources/center-of-excellence-peer-to-peer-forum?utm_source=ss

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Center of Excellence Peer to Peer Forum

  1. 1. Dr. Setrag Khoshafian, C h i e f E v a n g e l i s t a n d V P o f B P M Te c h n o l o g y, P e g a s ys t e m s April 11, 2014
  2. 2. © 2014 Pegasystems Inc.2 Overview of Session  Introductions  iBPM’s Impact to Your COE  PegaWorld 2014 COE Panel Discussion  COE Benchmarking Exercise  Next Steps
  3. 3. © 2014 Pegasystems Inc.3 Introductions Chief Evangelist and VP of BPM Technology, Pegasystems Senior Director of BPM Adoption Services, Pegasystems
  4. 4. © 2014 Pegasystems Inc.4 Overview of Session  Introductions  iBPM’s Impact to Your COE  PegaWorld 2014 COE Panel Discussion  COE Benchmarking Exercise  Next Steps
  5. 5. © 2014 Pegasystems Inc.5 Archaic Software & Methodologies (COE) Keeps Hurting Your Business COMPLICATED SYSTEMS DISJOINTED CUSTOMER EXPERIENCE INEFFECTIVE RESPONSE
  6. 6. © 2014 Pegasystems Inc.6 Huge Disruptive Digital Business Potential … … but there are challenges … especially for IT Public Sector interviewees reported that the speed at which new legislation can be deployed is mainly determined by how quickly the supporting IT solutions can be developed. In some cases, even the content of the legislation itself is influenced by what IT can or cannot deliver in time.
  7. 7. © 2014 Pegasystems Inc.7
  8. 8. © 2014 Pegasystems Inc.8 Disruptive Technologies are Empowering the Business – and Endangering IT  “Business is able to use their credit card and provision solutions within minutes!”
  9. 9. © 2014 Pegasystems Inc.9 IT Tries to Modernize … But Why Do Modernization Efforts Fail?
  10. 10. © 2014 Pegasystems Inc.10 Big Bang Modernization Initiatives SOA Modernization Legacy 5 ERP 3 Legacy 6 ECM 1 MDM Legacy 3 ERP 2 Legacy 4 DBMS 3 DBMS 4 Legacy 1 ERP 1 Legacy 2 DBMS 1 DBMS 2 ESB 1 ESB 2
  11. 11. Manually Coded JAVA Manually Coded COBOL Equating Modernization to a “Modern Language”
  12. 12. © 2014 Pegasystems Inc.12 Model-Driven iBPM for The Digital Enterprise
  13. 13. © 2014 Pegasystems Inc.13 Mobile iBPM EMPOWER CHANGE & COLLABORATION Familiar business metaphors accessed through a web browser Easy forms guide & protect users Working models replace paper specs & requirements Automatically tailor user experience to device and channel
  14. 14. © 2014 Pegasystems Inc.14 What is a Dynamic Case? Case Subjects Collaboration Tasks Case Events Case Business Objectives Rules and Policies Processes & Dependencies Case Data Sub-Cases Case Content Dynamic Case Management Case Stages
  15. 15. © 2014 Pegasystems Inc.15 Social iBPM UNIFIED, CONTEXTUAL, ACTIONABLE, ACCOUNTABLE Users can quickly communicate about issues. Here, Stephen helps Manny solve a problem. Amanda, a new appraiser, can assess a claim.Manny creates a task for Amanda, the new appraiser. Amanda gets the assignment on her phone. The conversation and actions are stored in the case for later reference or audit.
  16. 16. © 2014 Pegasystems Inc.16 Business Rules Business Events & CEP Big Data Analytics Decision Management Process Intelligence  Business Rules Decisions Business Events 0110101010111100101110010101001110010101001110010101001 101010101011000011010100110010101001110011001010100111 10101010100010101001110010101001110010101001110010101001 1100010110110010111000010101100101010011100101010011100 000101011100010101001110010101001110011001010100111001 1010011100100101001110010101001110010101001110010101001 00101010011100101100110010101001110010101001110010101 Big Data … Block 2 Block 100 Block 1 Dat a Good 1,000 Bad 120 Bad 60 Good 2,500 Behavior Value 1 2 3 4 ID Predictive Analytics Past Experience Predictive Model The “i” in iBPM: Intelligent
  17. 17. © 2014 Pegasystems Inc.17 Business Intelligence to Intelligent BPM Historic Reports Real-Time Actionable Events & Reports OLAP Real-Time Process Optimization Predictive Analytics Predictive and Adaptive iBPM BusinessValue  Actionable, Intelligent, and Adaptive Data Good 1,000 Bad 120 Bad 60 Good 2,500 Behavior Value 1 2 3 4 ID Predictive Analytics Past Experience Predictive Model
  18. 18. © 2014 Pegasystems Inc.18 IT Business Customer The “M” in iBPM: Management TA: Technology Strategy Application Servers ESB – EAI - MOM HRLegacyFinanceERPECMDBMS EnterpriseApplicationsandContent Business Solutions Business Innovation Business Objectives - KPIs Business Requirements Business Change and Agility iBPM Engage Simplify Change
  19. 19. © 2014 Pegasystems Inc.19 IT Modernization, Transformation, and Digitization with iBPM
  20. 20. © 2014 Pegasystems Inc.20 CUSTOMER DATA SCIENTIST BUSINESS ANALYST PROCESS IMPROVEMENT EXPERT (BB, GB) PROCESS ARCHITECT New Roles for Business Transformation CPOCCOCDOCMO :Chief Digital Officer :Chief Customer Officer 1 0 9 8 7 6 5 4 3 2 1 0 : Chief Process Officer Chief Innovation Officer Chief Transformation Officer The Chief Digital Officer is essentially the senior executive responsible for helping the organization transition into the 21st century digital economy and digital society. Irving Wladawsky-Berger A chief process officer (CPO) is the senior-most executive …. with responsibility for an enterprise’s business process transformation and continuous improvement initiative. Connie Moore Transformation Roles iBPM
  21. 21. © 2014 Pegasystems Inc.21 Business Transformation through iBPM Modernization Integration Plumbing Dynamic Case Management Exceptions Case Management HR Legacy Finance ERP ECM DBMSs Integration Plumbing Agility Layer Process Excellence: Real-Time Lean Six Sigma Process Centric Business TransformationCustomer Centricity iBPM COE Team COE Manager iBPM COE Leadership COE Chairman Process Champion(s) IT Exec Sponsor(s) Business Exec Sponsor(s) iBPM COE COE LSA COE LBA iBPM COE – Extended Team Engage Directly / Guidance Test Lead Infrastructure Lead DBA Lead Release Engineer Performance Lead PM Project Leadership Delivery Partner PM BA QALSA Project Team(s) BA QA LSA Pega Consulting Resources EL Customer Program Governance Governance/Guidance LBA Engage Directly Enterprise Architect Governance Manager Enablement Lead Process Owner(s) Security Liaison COE SA(s) Enterprise Architect COE Manager iBPM COE and Agile Methodology Customer Service and Support (CSS) Sales Force Automation (SFA) NBA Marketing Empowering the Business to Own the Change
  22. 22. © 2014 Pegasystems Inc.22 Modernize through iBPM Service Service Service Service Legacy 5 ERP 3 Legacy 6 ECM 1 MDM Legacy 3 ERP 2 Legacy 4 DBMS 3 DBMS 4 Legacy 1 ERP 1 Legacy 2 DBMS 1 DBMS 2 Infrastructure ITValue SystemofRecord SystemtoSystem IncreasedBusinessValue SystemofInnovation GuidedInteractions iBPM
  23. 23. © 2014 Pegasystems Inc.23 Business Transformation through iBPM Modernization Integration Plumbing Dynamic Case Management Exceptions Case Management HR Legacy Finance ERP ECM DBMSs Integration Plumbing Agility Layer Process Excellence: Real-Time Lean Six Sigma Process Centric Business TransformationCustomer Centricity iBPM COE Team COE Manager iBPM COE Leadership COE Chairman Process Champion(s) IT Exec Sponsor(s) Business Exec Sponsor(s) iBPM COE COE LSA COE LBA iBPM COE – Extended Team Engage Directly / Guidance Test Lead Infrastructure Lead DBA Lead Release Engineer Performance Lead PM Project Leadership Delivery Partner PM BA QALSA Project Team(s) BA QA LSA Pega Consulting Resources EL Customer Program Governance Governance/Guidance LBA Engage Directly Enterprise Architect Governance Manager Enablement Lead Process Owner(s) Security Liaison COE SA(s) Enterprise Architect COE Manager iBPM COE and Agile Methodology Customer Service and Support (CSS) Sales Force Automation (SFA) NBA Marketing Empowering the Business to Own the Change
  24. 24. © 2014 Pegasystems Inc.24 Engage the business at the beginning, and keep them engaged Business Technologist
  25. 25. © 2014 Pegasystems Inc.25 Business Can Own the Change YesNo Write- Off? If… ― Dispute Amount is less than $51 ― AND Transaction is not disputed as a fraudulent transaction ― AND Customer has disputed less than two transactions this year Then… YES: Fully credit the customer without even initiating the dispu (i.e., Write-off the transaction)
  26. 26. © 2014 Pegasystems Inc.26 Business Transformation through iBPM iBPM COE Team COE Manager iBPM COE Leadership COE Chairman Process Champion(s) IT Exec Sponsor(s) Business Exec Sponsor(s) iBPM COE COE LSA COE LBA iBPM COE – Extended Team Engage Directly / Guidance Test Lead Infrastructure Lead DBA Lead Release Engineer Performance Lead PM Project Leadership Delivery Partner PM BA QALSA Project Team(s) BA QA LSA Pega Consulting Resources EL Customer Program Governance Governance/Guidance LBA Engage Directly Enterprise Architect Governance Manager Enablement Lead Process Owner(s) Security Liaison COE SA(s) Enterprise Architect COE Manager iBPM COE and Agile MethodologyModernization Integration Plumbing Dynamic Case Management Exceptions Case Management HR Legacy Finance ERP ECM DBMSs Integration Plumbing Agility Layer Process Excellence: Real-Time Lean Six Sigma Process Centric Business TransformationCustomer Centricity Empowering the Business to Own the Change Customer Service and Support (CSS) Sales Force Automation (SFA) NBA Marketing
  27. 27. © 2014 Pegasystems Inc.27 Think Big, Think Digital …but Start Small Impact/Risk Matrix: Less RiskMore Risk Less Visibility High Visibility Complexity Business Visibility
  28. 28. © 2014 Pegasystems Inc.28 Analyze iBPM Enabled Legacy and ERP Modernization Opportunities: Business Value, Variability, Maintainability, Complexity Phase0 Wrap ERP or Legacy Systems and Modules with iBPM for business value Phase1 Modernize and Replace Custom Code with iBPM Continue with additional Wrap ERP/Legacy Modernization Projects Phase2 Rip and Replace costly ERP systems and modules Continue with additional ERP/Legacy Wrap and Modernization Projects Phase3
  29. 29. © 2014 Pegasystems Inc.29 Sliver Iterations Transiti on Development Iterations DeliveryPlanning Measure and Improve Stages Social Collaboration Cases, Processes, Rules, Decisions, UI, Integration iBPM Real-Time Lean Continuous Improvement
  30. 30. © 2014 Pegasystems Inc.30 iBPM COE Maturity MATURITY TIME Establish iBPM LOB COE iBPM Corporate COE established. Best Practices Defined and Adhered to iBPM Federated COE model in place. Business Maturity with Common Processes 1 iBPM Method Adoption Building Competence Business Unit Process / Rule Architect PM Leads Program Mgmt. Sponsors / Steering Committee Overall Oversight and Initiatives Prioritization 2 3 ClaimsLOB 1 RegionLOB 2 Process / Rule Architect PM Leads Program Mgmt. 4Project Tread:
  31. 31. © 2014 Pegasystems Inc.31 Build For Change™… Time Conventional Solutions Capability iBPM Solution 60-90 Days
  32. 32. © 2014 Pegasystems Inc.32 Overview of Session  Introductions  iBPM’s Impact to your COE  PegaWorld 2014 COE Panel Discussion  COE Benchmarking Exercise  Next Steps
  33. 33. © 2014 Pegasystems Inc.33 PegaWorld 2014 Breakout Center of Excellence Panel Discussion - Best Practices and Benchmarking  Please join us for an engaging panel discussion consisting of CISCO, Jabil, JPMC and BNY Mellon as they present their Center of Excellence best practices. Attendees will also have an opportunity to ask the panelists questions. As an additional benefit, the results of a 2014 COE benchmarking survey will be shared with the audience, including the details of the panelists' responses. Specifically, come learn about:  How are the leaders driving Center of Excellence best practices and maturing their operation, what hurdles did they overcome  Preview where are you and other customers along the Center of Excellence Journey  How can you address challenges and issues with live Q&A with our expert panelists
  34. 34. © 2014 Pegasystems Inc.34 Overview of Session  Introductions  iBPM’s Impact to your COE  PegaWorld 2014 COE Panel Discussion  COE Benchmarking Exercise  Next Steps
  35. 35. © 2014 Pegasystems Inc.35 Benchmarking Survey
  36. 36. © 2014 Pegasystems Inc.36 Overview of Session  Introductions  iBPM’s Impact to your COE  PegaWorld 2014 COE Panel Discussion  COE Benchmarking Exercise  Next Steps
  37. 37. © 2014 Pegasystems Inc.37 Next Steps  Look for an email containing:  Recording link for this session  Link for getting a copy of Setrag’s iBPM: The Next Wave book  Link for taking the benchmarking survey  Please join us at PegaWorld 2014 for:  COE Panel discussion  COE Networking Lunch  Invite for the next Peer to Peer COE forum  Any questions / feedback please contact Paul.Roeck@pega.com
  38. 38. © 2014 Pegasystems Inc.38 Q&A

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