Business Process Management, Business Rules and Business Intelligence

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    Business Process Management, Business Rules and Business Intelligence - Presentation Transcript

    1. The three B’s: BPM, BR and BI Sandy Kemsley Kemsley Design Ltd. www.column2.com Business Rules Forum, October 2007
    2. Agenda
      • The value of business process management
      • Business rules and BPM
      • Business intelligence and BPM
      • BPM + BR + BI = greater than the sum of the parts
    3. Enterprise Business Processes
      • Chain of activities producing a business result
      • Usually spans functional silos
      • Requirement to “manage the white space” between functional groups
    4. BPM Defined
      • A management discipline for improving cross-functional business processes.
      • The methods and technology tools used to manage and optimize business processes.
    5. Process Lifecycle Model Automate Monitor Optimize
    6. BPM Goals
      • Efficiency
        • Automating steps and handoffs
        • Integrating systems and data sources
      • Compliance
        • Achieving and proving standardization
      • Agility
        • Changing processes quickly and easily
      • Visibility
        • See what’s happening in a process
    7. Business Rules and BPM
      • Key to agility in business processes
        • Routing decisions
        • Work assignment
        • Set parameters
      • Changing rules without changing the process
      • Applying rules consistently in processes and other applications
    8. BPM-BR alternatives: BR built into BPM
      • Typically not full-featured BR:
        • Simple Boolean rules for routing decisions
        • Rules defined and bound to a specific process step, hence may be replicated
      • Rule changes may require redeploying processes with IT involvement
      • Rule changes may not affect in-flight processes
      • Lower cost, built-in functionality
    9. BPM-BR alternatives: BPM calls external BR
      • Full BR functionality:
        • Complex rules, such as scoring
        • Global process control from one rule
      • Rules shared with enterprise applications
      • Changes to rule parameters can be made by business
      • Rule changes affect in-flight processes
      • Additional cost and implementation complexity
    10. Business Intelligence and BPM
      • Key to visibility in business processes
        • Process monitoring and reporting
        • Process analysis and optimization
        • Predictive analytics
      • May contribute to process agility
        • Trigger processes
        • Automate steps based on prior decisions
        • Suggest decision for human task
    11. BPM-BI alternatives: BI built into BPM
      • Typically limited functionality:
        • Real-time dashboards
        • Reporting of performance metrics
        • Limited to process statistics rather than business statistics
      • May be lower cost, although usually still requires a separate data store
    12. BPM-BI alternatives: Export BPM statistics to BI
      • Full BI functionality:
        • Dashboards
        • Reporting
        • Predictive analytics
      • Shared enterprise BI platform
        • Integrate with data from other systems
      • Additional cost and implementation complexity
    13. BPM + BR + BI
      • Self-learning decisions within processes:
        • Process statistics captured with BI
        • Statistics analyzed and fed back to inform business rules
        • Business rules modify process behavior
      • BR + BI = decision management
    14. Summary
      • BPM + BR turns policies into action
      • BPM + BI provides insight into processes
      • BPM + BR + BI integrates insights with policies for self-optimizing processes
    15. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com

    + Sandy KemsleySandy Kemsley, 3 years ago

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