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WebSphere BPM

IIBM Ottawa-Outaouais Chapter
Meeting – January 19th, 2010
Business Modeling and the Business Analyst
         Brenda Hines
         IT Specialist, Business Process Management




                                                      © 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




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
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




24         IBM Confidential                                 © 2009 IBM Corporation
Overview




25   IBM Confidential   © 2009 IBM Corporation
Learn




26       IBM Confidential   © 2009 IBM Corporation
Learn (Papers)




27    IBM Confidential   © 2009 IBM Corporation
Learn (Podcasts)




28     IBM Confidential   © 2009 IBM Corporation
Experience




29    IBM Confidential   © 2009 IBM Corporation
Experience (Strategy Maps)




30     IBM Confidential      © 2009 IBM Corporation
Experience (Capability Maps)




31     IBM Confidential        © 2009 IBM Corporation
Experience (Process Map)




32    IBM Confidential     © 2009 IBM Corporation
Experience (Process Diagrams)




33     IBM Confidential         © 2009 IBM Corporation
One View




34    IBM Confidential   © 2009 IBM Corporation
Business Compass




35    IBM Confidential   © 2009 IBM Corporation
Business Space – Design Widget




36    IBM Confidential           © 2009 IBM Corporation
Business Space - BPMN




37    IBM Confidential   © 2009 IBM Corporation
Business Space - Export




38     IBM Confidential   © 2009 IBM Corporation
Business Space – Review widget




39    IBM Confidential           © 2009 IBM Corporation
Business Space – Review widget




40    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




41         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
47   IBM Confidential   © 2009 IBM Corporation

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Business Modeling and the Business Analyst

  • 1. WebSphere BPM IIBM Ottawa-Outaouais Chapter Meeting – January 19th, 2010 Business Modeling and the Business Analyst Brenda Hines IT Specialist, Business Process Management © 2009 IBM Corporation
  • 2. 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
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. 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
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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
  • 16. 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
  • 17. 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
  • 18. 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
  • 19. 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
  • 20. 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
  • 21. “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
  • 22. 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
  • 23. 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
  • 24. 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 24 IBM Confidential © 2009 IBM Corporation
  • 25. Overview 25 IBM Confidential © 2009 IBM Corporation
  • 26. Learn 26 IBM Confidential © 2009 IBM Corporation
  • 27. Learn (Papers) 27 IBM Confidential © 2009 IBM Corporation
  • 28. Learn (Podcasts) 28 IBM Confidential © 2009 IBM Corporation
  • 29. Experience 29 IBM Confidential © 2009 IBM Corporation
  • 30. Experience (Strategy Maps) 30 IBM Confidential © 2009 IBM Corporation
  • 31. Experience (Capability Maps) 31 IBM Confidential © 2009 IBM Corporation
  • 32. Experience (Process Map) 32 IBM Confidential © 2009 IBM Corporation
  • 33. Experience (Process Diagrams) 33 IBM Confidential © 2009 IBM Corporation
  • 34. One View 34 IBM Confidential © 2009 IBM Corporation
  • 35. Business Compass 35 IBM Confidential © 2009 IBM Corporation
  • 36. Business Space – Design Widget 36 IBM Confidential © 2009 IBM Corporation
  • 37. Business Space - BPMN 37 IBM Confidential © 2009 IBM Corporation
  • 38. Business Space - Export 38 IBM Confidential © 2009 IBM Corporation
  • 39. Business Space – Review widget 39 IBM Confidential © 2009 IBM Corporation
  • 40. Business Space – Review widget 40 IBM Confidential © 2009 IBM Corporation
  • 41. 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 41 IBM Confidential © 2009 IBM Corporation
  • 42. 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
  • 43. 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
  • 44. 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
  • 45. 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
  • 46. 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
  • 47. 47 IBM Confidential © 2009 IBM Corporation