Business Modeling and the Business Analyst

BPM Business Modeling Tools 7.0 Overview 1 BPM – the role of the Business Analyst 2 Why we model? 3 Tools we can use to model 4 Demo–BlueWorks, Business Compass and WebSphere Business Modeler 5 Resources, Q&A 2 IBM Confidential © 2009 IBM Corporation

The Essential Business Analyst Role “A business analyst works as a liaison among stakeholders in order to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems.” IIBA Website 3 IBM Confidential © 2009 IBM Corporation

The Business Analyst have different titles and roles Some of these include: A Business Consultant works at a high level to analyze the stakeholder’s business objectives, recommend and develop solutions to address their business problem A Business Process Analyst is responsible for analyzing and defining business processes both “As Is” and “To Be” A Data Analyst is responsible for logical data model A Business Architect models the whole business in terms of goals, data, process, organization A Requirements Analyst/Specifier works at a lower level to identify, analyze and document the business requirements and deliver work products through the project life cycle A Systems Analyst translates the business requirements into System/Functional requirements, which are then passed to Application Developers A Management Consultant assists stakeholders with understanding their strategic goals and how best to accomplish them. 4 IBM Confidential © 2009 IBM Corporation

The Essential Business Analysis Skills Analyze and understand the business problems Identify and document requirements Communicate effectively (written and spoken) Manage client relationships Facilitate discussions Negotiate and build consensus Model data and processes Plan and manage activities Facilitate and develop business strategy Understand and manage organizational change 5 IBM Confidential © 2009 IBM Corporation

Business Analysts play key role in BPM Dynamic Business Processes end-to-end BPM lifecycle capabilities to empower the business to adapt & respond dynamically to change Discover & Design Process by collaborating to Automation to capture, model, and increase operating analyze key processes to efficiency and optimize Transform Insight costs by streamlining link strategy to process into Action by business processes. execution. monitoring and Saved $250,000 per analyzing business Reduced processing month processes and events for time by 70% effective decisions. Reduced exception backlogs by 80% 6 IBM Confidential © 2009 IBM Corporation

Discovery helps avoid critical problem areas Wrong project scope Changes in process that don’t deliver ROI Outcomes are not the expected or required ones Poor communication of business intent and requirements Lack of collaboration across Business and IT Lack of coordination between departments and organizational boundaries Discovery reduces risk of process change pitfalls: Resistance Misuse Nonuse Inertia Wrong Technology 7 IBM Confidential © 2009 IBM Corporation

Discovery addresses process pain points Waste, errors, inefficiencies, missing measures, wrong project scope I try for months to get an initiative off the ground, and then it is shut down because ‘it doesn’t fit the strategy.’ Why didn’t anyone tell me that in the beginning? Process aren’t well Bottlenecks prevent efficiency, Key Performance documented or even exceptions and errors are costly, Indicators are not understood slow to fix defined or managed Unable to test and evaluate Process change is not Limited visibility into process model alternatives planned in line with current performance, before deployment business strategy real-time results 8 IBM Confidential © 2009 IBM Corporation

Discovery enables process innovation Process innovation relies on: Process discovery & design enablers: Business Strategy Strategy maps Phasing, scoping, preparation Organization Capability maps Number of groups affected Organization maps Importance of process Business-led collaborative features Group autonomy People IBM BPM BlueWorks Technology adoption discretion Innov8 BPM education Technological sophistication Interactive process design Process & Technology Complexity, novelty Role-based business spaces Prebuilt industry content 9 IBM Confidential © 2009 IBM Corporation

BPM Business Modeling Tools 7.0 Overview 1 BPM – the role of the Business Analyst 2 Why we model? 3 Tools we can use to model 4 Demo–BlueWorks, Business Compass and WebSphere Business Modeler 5 Resources, Q&A 10 IBM Confidential © 2009 IBM Corporation

Discovery is the first step to meet BPM goals Unlock opportunities and uncover key improvement areas Analysis & Deployment & Documentation Continuous & Compliance Improvement Execution Document process to Increase efficiencies; Clarify business understand your business lower costs requirements Consolidate process maps Design best practice Accelerate application across the organization process models development Comply with existing and Simulate process before Respond quickly to pending regulations deployment for better ROI new opportunities 11 IBM Confidential © 2009 IBM Corporation

BPM Business Modeling Tools 7.0 Overview 1 BPM – the role of the Business Analyst 2 Why we model? 3 Tools we can use to model 4 Demo - WebSphere Business Modeler, Compass and BlueWorks 5 Resources, Q&A 12 IBM Confidential © 2009 IBM Corporation

Full Range of Modeling Capabilities and Offerings BPM BlueWorks • BPM community providing best practices, industry content and business modeling tools • Free access • Hosted multi-tenant environment WebSphere Business Compass WebSphere Business Modeler • On-premise, web based, business/ process modeling and collaboration environment • Strategy, Capability, Organization, Process • Robust business process modeling environment Mapping, Process Modeling, Process Walkthrough • Process modeling, simulation, reporting, storyboarding, • Evolved from WebSphere Business Modeler interactive process design Publishing Server • Integration with downstream IT tools. 13 IBM Confidential © 2009 IBM Corporation

Begin process discovery and improvement Cloud-based BPM tools, content, and community Learn Collaborate Learn strategies, trends, Leverage community and best practices for insight and access making smart process shared content decisions Experience Optimize Capture business intent, Extend strategy to drive understand capabilities, processes improvement, sketch processes and deploy with IBM BPM Suite IBM BPM BlueWorks 14 IBM Confidential © 2009 IBM Corporation

The BPM BlueWorks Experience Acquire Expertise, Map Strategy, Execute Processes 1. Access business & industry-specific 2. Collaborate with the community and content to understand the value of leverage pre-built strategies, BPM processes, and measures Demos / Best Process Capability Videos Practices Maps Maps Web casts / Papers / Strategy Business Pod casts Case Studies Maps Measures 4. Easy on-ramp to BPM suite to test & 3. Capture business intent, deploy process capabilities, & process in the cloud Users have multiple entry points (1, 2, or 3) depending on their familiarity with BPM and what they want to do 15 IBM Confidential © 2009 IBM Corporation

Capture Business Intent and Collaborate – WebSphere Business Compass Improve process design efforts through Web-based collaboration on process models Align business strategy with BPM efforts through enhanced business strategy and business capability editors Capture all aspects of process activities easily using a variety of modeling capabilities – Create simple process and collaboration diagrams by leveraging BPMN 2.0 – Includes expanded capabilities to capture business vocabulary, organizational models, and value stream mapping – Interactions with Modeler and Monitor * formerly known as WebSphere Publishing Server 16 IBM Confidential © 2009 IBM Corporation

Business-level mapping and collaboration Helps get project scope and commitment in place Better understanding of current business environment Strategy Collaborate with the right players Maps Effective determination and definition of your business strategy Ensure right actions are taken in right way Capability to achieve strategy Maps Collaborate Business Process Leader Owner Process Maps Business IT Analyst Developer IT Architect 17 IBM Confidential © 2009 IBM Corporation

Business User Collaborative Web BPM Authoring URL Link to Business WBC Home Document outside of Space WBC http://hostname/WBCHome/docView? docID=123 WBC Design Spaces navigate publish WBC Review Spaces publish WBM © 2009 IBM Corporation

Advanced modeling tools advance process discovery Rapidly convert business user expertise into action Business models as a common language Import content into process models you can simulate and deploy Visio rapidly PowerPoint* Predict and optimize process outcomes before deployment Excel Identify bottlenecks and projected ARIS cost savings BEFORE Others… implementation Easier collaboration Aligned IT and Business with IT, fewer misunderstandings result in DOUBLE the productivity gains of isolated efforts Source: London School of Economics – McKinsey survey and analysis Source: London School of Economics – UK and US of 100 companies in France, Germany, McKinsey survey and analysis of 100 companies in France, Germany, UK and US 19 IBM Confidential © 2009 IBM Corporation

Optimize your processes through simulation Identify high impact process changes before deploying • Predict your business operation outcomes by running "what if" scenarios • Calculate greatest ROI and build your business case for projects • Generate comprehensive information around cost, time, and resource savings • Optimize by looking at bottlenecks and workload imbalances before production • Robust analytics for resource handling across processes Simulate “What If” Process Scenarios Current State Future State S bank Major U reduced process y Average Average Process Average Process Average Scenario sb activitie Probability Time Cost Probability Time Cost 32.91% 10:11 $5.40 Direct Mail 35.57% 8:16 $4.38 32.10% 3:11 $1.67 Web / Social Media 33.03% 1:51 $0.96 60% 15.01% 14:11 $7.56 Telemarketing 13.51% 7:51 $4.16 15.20% 3:21 $1.77 Email 14.50% 1:54 $0.96 5 Email, Simple 20 IBM Confidential © 2009 IBM Corporation

“More Basic than Basic” Process Modeling Mode Conceptually similar to “shell sharing” subset of WBC and WBM but with tighter integration WebSphere Business Modeler v7 Simple Modeling Full Modeling – Provide modeling style simpler than WBM Basic mode – Integrated transition to full modeling – Ability to work with Full Process Modeling Compass models offline Simple Modeling Simulation/ Analysis (Integrated Business D2D, export to WID Compass Designer) Other 21 21 IBM Confidential © 2009 IBM Corporation

Simple navigation paradigm between Business Designer and traditional Business Modeling • Support new process- oriented editors on the desktop • BPMN Process • Collaboration • Glossary • Service • Synchronization with full modeling (incl. ability to compare and merge changes into full models) • Ability to work with Compass models offline 22 IBM Confidential © 2009 IBM Corporation

Iterative Collaboration with Business Compass WebSphere Business Compass Browse Compass documents from Modeler Select process models Load into Modeler for further refinement – detailed modeling WebSphere – simulation Business Modeler – “direct to deploy” and collaboration with IT tools 23 IBM Confidential © 2009 IBM Corporation

Resources BPM - http://www-01.ibm.com/software/info/bpm/ BPM BlueWorks - http://www- 01.ibm.com/software/solutions/smartwork/bpmblueworks/ https://apps.lotuslive.com/bpmblueworks/ Modeler Family – http://www-01.ibm.com/software/integration/wbimodeler/ BPM Information Centre – http://publib.boulder.ibm.com/infocenter/dmndhelp/v7r0mx/ind ex.jsp Business Analyst area on developerWorks – http://www.ibm.com/developerworks/spaces/businessanalyst 42 IBM Confidential © 2009 IBM Corporation

INNOV8 2.0 helps build BPM skills Drive process discovery and gain skills for process success VIEW TRAILER 90% of respondents said playing Innov8 2.0 helped them better understand how BPM technology enables companies to work smarter 43 IBM Confidential © 2009 IBM Corporation

Sign up now, get $300 off registration! Plus.. (2) Free Certifications & Hotel & Travel Savings 5 Reasons you can’t afford to miss… 1 Make an Impact Now –latest in WebSphere, BPM and Smart SOA technologies performance – get the learn how to work smarter and optimize your business 2 Save Money – up to $15,000 value in registration and hotel) development savings and pay less than $3,000!! (including training, education and 3 Get a year’s worth of World Class education & a lifetime of contacts in 1 week! 4 Network with the Best in the Industry: Peers, IBM execs, SME’s & Thought leaders. 5 Take advantage of this exclusive Offer TODAY at ibm.com/impact Offer expires February 28th, 2010 44 IBM Confidential © 2009 IBM Corporation

Events IT University – Crown Plaza, February 9th, 2010 SOA Architect Summit – Chateau Laurier – February 24th, 2010 ILOG Business Rules Proof of Technology, February 3rd, 2010 WebSphere Business Modeler Proof of Technology – February 18th, 2010 If you are interested in further information on these events or other IBM events, please don’t hesitate to contact us. – Brenda Hines, bhines@ca.ibm.com, 613-249-1195 – Melanie Gilbert, mgilbert@ca.ibm.com, 613-249-1160 45 IBM Confidential © 2009 IBM Corporation

BPM from IBM delivers unrivaled customer value # 1 in BPMS market share Over 5000 BPM customers in over 30 countries and growing • Market leading products • Deep industry knowledge and pre-built assets • Largest partner ecosystem • Global reach and scale Gartner BPMS market share, June, 2007, Michele Cantera 46 IBM Confidential © 2009 IBM Corporation 46

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Business Modeling and the Business Analyst

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