IBM’s Vision For Business Process Management, Operational Decision Management,  and Service Oriented ArchitecturePeter Beg...
SOA Reference Architecture – what this session is all about                                                               ...
The New Normal: Change, Complexity, Uncertainty3                                                 © 2010 IBM Corporation
Can Your Processes Handle Change, Uncertainty andComplexity? Simpler Business Led  Change Full Process Visibility  and G...
Why is Business Process Management Important?How you work defines you.How you work is a process.A process can differentiat...
Why is Business Process Management Important?A few questions…    Think of a key process…1. Is there a burning business iss...
Key Messages    In reality, though, Business Process Management has four ways it can add value:    1. driving operational ...
Why Look at Business Process Management?Can you visualize how work gets   Is it easy to reach into, “to see”, anddone? Do ...
Today, our current processes are challenged, and trappedwithin each application - in Silos.                               ...
we need a Business Process Management (BPM) platform, to deliver a layer ofControl, Visibility, Standard Rules (Alerts) an...
… built upon a Service                        Oriented Architecture (SOA)                                 Critical        ...
The BPMLifecycle            Assemble                                          Deploy Process Discovery                    ...
Innovative Solutions Are Required To Realize Real Value     10%     Decrease in Cost                                84% $1...
The Business Environment is Increasingly Dynamic             CEOs expect change to be more frequent and less predictable  ...
Transformation and Growth Require Better Decisions     CIO’s recognize that effective decision automation is key to succes...
Day-to-day Operations Require Operational Decisions                             Is this person who they say they are?     ...
Make Easy, Safe, Reliable Change with DecisionManagement                                            Operational Decision M...
Key Challenges Addressed by Decision Management              Adapt to Rapid Change              Align Across Business & IT...
Ensure success with a proven approach for adoptingBPM, ODM and SOA                                           Project      ...
20   © 2010 IBM Corporation
SummaryContinuously optimizing work can provide differentiationand leadership in the marketplace / to your citizens.BPM ca...
thank you!22                © 2010 IBM Corporation
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Business Process Management

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Business Process Management

  1. 1. IBM’s Vision For Business Process Management, Operational Decision Management, and Service Oriented ArchitecturePeter BeggsNational Certified Specialist for WebSpherebeggs@ca.ibm.com © 2011 IBM Corporation
  2. 2. SOA Reference Architecture – what this session is all about WebSphere WebSphere IBM BPM 8.0 Operational Decision Business Management MonitorWebSphere MQ Business Innovation & Optimization ServicesWebSphere ESB Facilitates better decision-making with real- time business information WebSphereMessage Broker Development DataPower Interaction Process Services Information Services Services Services Enables collaboration Orchestrate and automate between people, processes & business processes Manages diverse data in a information unified manner Manage and secure services, Integrated ESB applications environment & for design resources Info Assets and creation Partner Services Business App Services Access Services Apps & of solution Connect with trading Build on a robust, Facilitates interactions with assets partners scaleable, and secure existing information and services environment application assets Infrastructure Services Optimizes throughput, availability and performance WebSphere Integration Designer2 © 2010 IBM Corporation
  3. 3. The New Normal: Change, Complexity, Uncertainty3 © 2010 IBM Corporation
  4. 4. Can Your Processes Handle Change, Uncertainty andComplexity? Simpler Business Led Change Full Process Visibility and Governance Optimized Processes and Decisions Agile Processes and Decisions with Business Process Management4 © 2010 IBM Corporation
  5. 5. Why is Business Process Management Important?How you work defines you.How you work is a process.A process can differentiate you – for good or bad.Managing the process can: Reduce costs Provide insight into your business Insights can be used to improve your business.Your processes are assets and many are core assets.Yet we often know little about them.This is a problem.5 © 2010 IBM Corporation
  6. 6. Why is Business Process Management Important?A few questions… Think of a key process…1. Is there a burning business issue that needs to be fixed?2. Is the underlying process well documented? Do all the stakeholders understand and agree on the process?3. Can you verify that the process you have documented is actually the one running on the floor?4. Can you see into the process to obtain Key Performance Indicators (KPI’s) about your enterprise?5. When was the last time you updated the process? The documentation?6 © 2010 IBM Corporation
  7. 7. Key Messages In reality, though, Business Process Management has four ways it can add value: 1. driving operational efficiency and quality; Market Insight 2011 Outlook: BPM Neil Ward-Dutton 2. driving product and service innovation; December 2010 3. driving business model innovation; and lastly, 4. driving improved collaboration between IT and business teams. “…we expect to see continued high levels of interest across industries in the potential for BPM to enhance customer experiences. We also expect to see increased focus on BPM use for profitability and cashflow improvement, as well as to support product and service differentiation and innovation. “…will see projects looking to institutionalise BPM thinking and make BPM “part of the way things get done”. For them, issues of architecture involvement (including integration with SOA initiatives), process ownership, governance and change management, skills availability and supplier selection will be crucial.7 © 2010 IBM Corporation
  8. 8. Why Look at Business Process Management?Can you visualize how work gets Is it easy to reach into, “to see”, anddone? Do you know what people measure the business? In real-time?do the most (you may be What can you do with thosesurprised)? Are people working measurements?effectively? How do you decide what to change?Is the process fast enough from How do you “business case” changes?start to finish?Is there too much manual work? Is it easy to change how you work?too much paper? too many Can you analyze changes beforeerrors? making them? Are changes a programming effort or a businessNeed to ensure policies and analyst effort?business rules followed? Is the connectivity infrastructure Is audit a concern? brittle? Hand-coded?8 © 2010 IBM Corporation
  9. 9. Today, our current processes are challenged, and trappedwithin each application - in Silos. Critical 3 Care 1. Process Inconsistency 6 2. End User Complexity is Ambulatory Program Care Teams Management significant 3. Poor data quality. Patient Registration 1 Triage Redundant manual data entry 2 4. Inconsistent Prioritization 5. Lack of Control Over System and Business Events (Exceptions) 6. Poor Visibility Into 4 Process Performance Problem: 5 • Missing Deadlines • Tribal Knowledge • Painful to change 9 © 2010 IBM Corporation
  10. 10. we need a Business Process Management (BPM) platform, to deliver a layer ofControl, Visibility, Standard Rules (Alerts) and Escalation that is Audited. Critical Care 1. Automate workflow & decision making Ambulatory Care Teams Program 2. Reduce errors and Management improve consistency 3. Standardize resolution Patient Triage across geographies Registration 4. Leverage existing systems and data 5. Monitor for business events and initiate actions 6. Real-time visibility and Process process control Customer Benefits: • Huge Reduction in Manual Work, Errors • Faster, More Consistent Issue Resolution • Easier to Manage the Business10 © 2010 IBM Corporation
  11. 11. … built upon a Service Oriented Architecture (SOA) Critical Ambulatory Care Teams Program  Modeling Management  Simulation + Optimization Patient Registration Triage  Workflow  Rules Process  Business Data Mgmt  Human Interfaces SOA ESB  Event Monitoring  System Integration  Metrics  Analytics11 © 2010 IBM Corporation
  12. 12. The BPMLifecycle Assemble Deploy Process Discovery Governance & Processes Manage Model12 © 2010 IBM Corporation
  13. 13. Innovative Solutions Are Required To Realize Real Value 10% Decrease in Cost 84% $130M Straight Through in cost savings ProcessingTax Agency: Government Insurance Education:A Latin America Tax Agency: Australia University of ChileAgencyThrough an on-line The Agency was able to The solution, based onquestionnaire founded on achieve 84-85% straight Operational DecisionOperational Decision through processing by Management, sortsManagement, the Agency implementing Operational proposals withinrealized a 10% decrease in Decision Management to minutes, automaticallythe cost of tax collection handle the complex rules selecting those that best in their payment process align with the requirements, resulting in $130M in cost savings13 © 2010 IBM Corporation
  14. 14. The Business Environment is Increasingly Dynamic CEOs expect change to be more frequent and less predictable More Volatile More Uncertain More Complex Deeper / Faster Cycles, Less Predictable Multi-faceted, More Risk Interconnected Percent of CEOs who answered “To a large or very large extent” Source: IBM CEO Study 201014 © 2010 IBM Corporation
  15. 15. Transformation and Growth Require Better Decisions CIO’s recognize that effective decision automation is key to success of CIOs with mandates to transform the business 75% are looking to “drive better real time decisions.” of CIOs with mandates to expand cross-enterprise 72% growth are leading the charge to “drive better real time decisions.” Source: IBM Global CIO Study 201115 © 2010 IBM Corporation
  16. 16. Day-to-day Operations Require Operational Decisions Is this person who they say they are? Eligibility Can we verify other services they receive? Is this person eligible for this service? Benefit How much aid do they qualify for? Payments How to account for this exception? Citizen Can we recommend additional services? Servicing How to handle this appeal? How to ensure fraud is not taking place? Risk & Do we have a record of that decision? Compliance Can we adapt to the new regulations? Large volumes of simple to complex day-to-day business decisions means there is an opportunity for operational improvements e.g. greater straight-through processing, shorter time-to-market for new services, reduced errors in service delivery, and transparent business logic for auditability16 © 2010 IBM Corporation
  17. 17. Make Easy, Safe, Reliable Change with DecisionManagement Operational Decision Management Where Business Rules typically exist Rules are Defined, Analyzed & Maintained User Tools Documents Rules are Applications Databases Stored & Shared Repository Rules are Deployed, Processes Executed & People Monitored Decision Server17 © 2010 IBM Corporation
  18. 18. Key Challenges Addressed by Decision Management Adapt to Rapid Change Align Across Business & IT Act With Precision & Reliability18 © 2010 IBM Corporation
  19. 19. Ensure success with a proven approach for adoptingBPM, ODM and SOA Project Program Transformation Technology Rapid time Simplicity to engage Power to scale Visibility Governance to value business users as business requires Expertise Turnkey Solution Training On-Demand Consulting Assistance Services Mentoring Maturity Challenges Transform across Establish a the enterprise Program Succeed with an Identify Business Initial Project Challenge & Value Realize fast value, foster BPM adoption and create transformational impact19 © 2010 IBM Corporation
  20. 20. 20 © 2010 IBM Corporation
  21. 21. SummaryContinuously optimizing work can provide differentiationand leadership in the marketplace / to your citizens.BPM can enable agility to foster and make delivering oncreativity easier.Improving how you interact withcustomers / citizens candramatically improve returns.BPM can deliver operationaldexterity – easier to changehow processes work, able tomonitor processes.BPM and SOA are synergistic and eachadds value to the otherBPM technology has to be “part of the furniture”.21 © 2010 IBM Corporation
  22. 22. thank you!22 © 2010 IBM Corporation

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