Discovering and Modeling Agile Processes

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    Discovering and Modeling Agile Processes - Presentation Transcript

    1. Discovering and Modeling Agile Processes Sandy Kemsley Kemsley Design Ltd. www.column2.com
    2. Process Discovery
    3. Drivers for Process Improvement
      • Competitive pressure
      • Quality management initiatives
      • Regulatory compliance
      • Enterprise architecture and SOA
      • Corporate performance management
    4. Think Process
      • How to start thinking about new processes:
        • Customer touchpoints
        • Key performance indicators
        • Process steps contributing to KPIs
      • Moving from a functional silo view to a business process view
    5. Discovering Hidden Process Improvement Opportunities
      • Discovering the processes hiding in email and manual procedures
      • Moving from as-is analysis to to-be opportunities
      • Types of process improvement
        • Automation
        • Geographic
        • Disintermediation
    6. Crowdsourcing process discovery
      • A social networking approach to process modeling
      • Involve more (business) people in modeling:
        • Captures the wisdom of the crowd
        • Encourages ownership
        • Reduces resistance to change
    7. Process Modeling and Design Patterns
    8. Key Design Patterns
      • Process initiation
      • Types of automated steps
      • Types of human tasks
      • Role of content
      • Volume of work
      • Process complexity
    9. BPM and SOA Service A Service B Service C Service D Service E Legacy System Database ERP System Process Step 1 Process Step 2 Process Step 3 Process Step 4
    10. BPM and SOA together
      • BPM is the “killer app” for SOA; SOA is the enabling infrastructure for BPM
        • SOA alone only allows you to design and build a set of services
        • BPM alone would require custom coding for each system integration
      • BPM + SOA orchestrates people and services into a business process
    11. SOA in process modeling
      • Discovering services
        • What services already exist
        • Whether existing services meet the needs
      • Specifying services
        • What new services need to be created
        • What legacy functions need to be wrapped in services
    12. Simulation and optimization
      • Identify key performance indicators
      • Estimate parameters:
        • Arrivals
        • Time per step
        • Participants
        • Cost per step
      • Run and compare scenarios
    13. Simulation example
    14. Modeling for ROI
    15. Improve efficiencies
      • Automate manual work steps
      • Directly integrate data between systems
      • Provide process monitoring and control
      • Automate process statistics gathering and analysis
    16. Cut out the middle man
      • Provide customer self-service to initiate processes
      • Provide process visibility to customer
    17. Location, location, location
      • Share redundant processes between business units
      • Identify steps that can be completed in isolation
      • Automate escalation and handoffs
      • Allow remote work
    18. ROI: reduce costs
      • Reduce manual tasks
      • Reduce error rates
      • Allow customer self-service
      • Reduce compliance costs
      • Reduce time to implement changes
      • Reduce functional redundancy
      • Allow outsourcing
    19. ROI: increase competitive advantage
      • Reduce time to market
      • Reduce end-to-end cycle time
      • Improve customer service
      • Increase capacity
      • Improve decision-making
    20. Common ROI pitfalls
      • Increased capacity does not guarantee increased revenue
      • Cost reduction may require FTE reductions
      • Providing self-service does not guarantee that customers will use it
      • Remote work and outsourcing can have hidden costs
    21. BPM, BR and BI
    22. 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
    23. 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
    24. 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
    25. Summary
    26. What makes a process agile?
      • Business involvement in process discovery and modeling
      • Round trip: model-execute-optimize
      • Minimal customization
      • Business rules
      • Services
    27. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com

    + Sandy KemsleySandy Kemsley, 3 years ago

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