2. BPM is…
Analyst Overviews
Historic approaches to improve efficiency
Alternative approaches to improving efficiency
EAI-centric versus Human-centric
Why BPM?
Typical Results
3. The activities that constitute business process
management can be grouped into four
categories:
Modeling (Current)
Automating (Future)
Managing (Future)
Optimizing (Current)
11. EAI-centric BPM
(Reduces Task time)
Highly structured processes
Integrate systems
Require little human
intervention
Pegasystems
FileNet
Fujitsu
Human-centric BPM
(Reduces Lag time)
Ad hoc processes
Significant human
intervention
Ultimus
Savvion (Progress Software)
Appian
13. Escalation and flexible ad hoc routing
Dashboards and reporting
Project management visibility, tracking,
accountability
Intradepartmental, interdepartmental, and
long-lived processes can exist to reach beyond
the enterprise
14. Compassion International: Breaking the Cycle of Poverty for More
Than 1 Million Children
Process: Exception-handling in processing donations from
sponsors
20% Administration Time Spent Handling Exceptions
Before:
Days to resolve exceptions
After:
Minutes to resolve exceptions
15. Wüstenrot & Württembergische AG (W&W)
Large financial services company
Serving 6.5 million customers worldwide
Offering building loan contracts, retirement products, home
loans, insurance, & pension funds
W&W needed an automated, paperless mail distribution
solution to reduce mail delivery time and save money
Before:
4-7 hours for mail to reach the
appropriate recipient
After:
Less than 2 hours for mail to
reach the appropriate recipient
17. The ocean is made up of little droplets of water. Let’s not try to
boil the ocean
Automate far-reaching small LEAN processes
Approvals
Capture once and distribute to disparate systems using
automation agents
Automate incrementally
Only involve people when absolutely necessary
Select and prioritize the top ten processes and automate
Leverage existing tools when possible
18. “If you want to succeed you should strike
out on new paths, rather than travel the
worn paths of accepted success.”
John D. Rockefeller
Editor's Notes
We do well in the modeling space. On optimizing, from what I can tell, we do okay. LEAN initiatives will be important to the success of any BPM endeavor.
More than 200 players worldwide.
Top Players.
According to BPM analysts, most processes consist of 20% task time (actually doing the work) and 80% lag time (work waiting in in-boxes or being tracked down). Most businesses typically attack task time to create productivity gains. Improving task time by 50% gets you 10% in productivity gains. That’s not too shabby.
NCDOT, like many businesses, has historically taken the Enterprise Application Integration approach by welding systems together using APIs and custom code. It’s difficult to manage and maintain.
Attacking lag time speeds productivity and allows knowledge workers to do more of what they were hired to do. A 50% reduction in lag time gets you a 40% productivity improvement.
Inserting a BPM layer gets rid of the EAI spaghetti. BPM Suites come complete with automation agents that connect easily and quickly to multiple APIs. Many BPM Suites have a Web Service Automation Agent so that data can be captured once and distributed across the plethora enterprise applications; thus, consistent and persistent data.
This diagram illustrates people steps and automated steps running in serial and parallel. Additionally, in a BPM Suite, you can click on any step, people or automation agent, and identify the status of a process.
Human-centric should be our focus. This is a business decision and not a technology decision.
Key thing to note is that BPM Suites give you visibility into process status using dashboards; even long-lived processes that involve intradepartmental, interdepartmental, and third-parties, such as NCDOT, DMV and the legislature connectivity.
Standard monthly gifts are $35/sponsor. Exceptions were accounting for more than 20% of administrative time for CI. Exceptions included birthday gifts, clothing, mosquito nets, etc.
No significant improvement in cycle time, but 25% improvement in reducing errors and preventing re-work.
Desktops to tethered email to enterprise solutions, to inter-organizational connectivity.
Enablers = desktop apps or clients, such as Outlook
Engines = basic workflow, such as that used in the Adobe Suite
Application Specific Extensions = add-ons to existing suite, such as Oracle (BPM is not the core competency)
Complete BPM Systems = PegaSystems, Lombardi, Ultimus or Appian
