Albel Pres Bpm Overview


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An overview of Business process management

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Albel Pres Bpm Overview

  1. 1. BPM – Value Proposition – an OverviewBy Ali BELCAID – Managing Consultant
  2. 2. Business Process Management BPM CC – The Competency CenterImplementing BPM Systems
  3. 3. Business Process Management Driving Effectiveness and Efficiency Toward Business Process Intelligence BI Project Implementation BI CCBusiness Intelligence Effectiveness BI Vendors Solutions Providing BI Capabilities and training Business Optimization Our today focus BPM Project Implementation BPM CC Business Process Efficiency Management BPM Vendors Solutions Providing BPM Capabilities and Training
  4. 4. Business Process Management OverviewIn today’s fretful world, leading companies recognize that maintaining competitiveness in themarketplace requires effective management and control of key business processesBPM capabilities span from process design upto process controlling and monitoring. Process Process Vision & Design StrategyWhen Starting up a BPM project BPM Lifecycleyou should take in account 3fundamental points:  Skilled BPM consultants to collaborate with customers. Process Process  Controlling & Implementation BPM Methodology to Monitoring deliver successful project on budget and time.  Mature technologies to implement BPM systems.
  5. 5. Business Process Management Role does BPM playWhat role does BPM play in the overall business consulting strategy? BPM is a key part of Consulting BPM serves many purposes Strategy – it is a key capability to deliver to clients  Business Process Improvement BPM is viewed as the optimization  Compliance Risk Management and management of business  Knowledge Management processes to deliver value for a company and provide the  Process Cost capability to compete. Analysis/Simulation BPM is viewed as one component  Enterprise Architecture in the broad set of tools and  Document/Workflow methods we bring to meet our Management goal of creating value for our clients  Process Documentation  …
  6. 6. Business Process Management Problems we solve with BPM  Process Efficiency and Service Effectiveness It focuses on developing a competitive advantage by balancing costs and service in order to refine and manage the execution of business process to eliminate non-value added activities, compress cycle time, and minimize cost. BPM aims to solve several  Organizational Agility key categories of problems It is based on the premise that any defined business process will change on an ongoing basis. A key to long-  Process Efficiency and Service term success is equipping the organization with the Effectiveness tools, methods and capabilities to monitor, manage, and  Organizational Agility rapidly change these process as changes occur in the competitive landscape  Speed to Market  Speed to Market  Customer Relationship It aims to decrease the cycle time for clients to bring new products to market, improving a companies ability to respond to market changes and compete effectively  Customer Relationship solutions allow clients to flexibly respond to multiple methods and channels of customer interaction, holistically managing all aspects of customer interactions.
  7. 7. Business Process Management BPM Value Proposition1 - For BPM Consultants  BPM professionals must singly focus on the business issues and associated value creation  BPM professionals must be positioned to bring all of the needed disciplines to a client to effectively define, implement, and provide sustainable solutions  Technology expertise – deep technology skills to effectively leverage all required technologies  Operations skills – methods, tools, and skills needed to rapidly and effectively define and design optimum future state business models to meet a client’s goals.  Human Capital – methods, tools, and skills to break down functional silos, align staff to business processes, and provide capability training to optimize the ongoing use of the solutions.  BPM Professionals should bring a proven methodology and best practices to effectively implement clients solutions  BPM professionals must bring practical phased approach for implementing BPM.  BPM professionals must focus on real, sustainable results. They have to have end- to-end approach (1. Advise ► 2. Implement 3. Deliver)
  8. 8. Business Process Management BPM Value Proposition2 - For Customers CIO (Strategy) CIO Lock in customers with better product and service links; reach new markets by assembling new applications, such as private label services for your channel COO Partners (Productivity) COO Build role-based portals that put information in the hands of employees; improve time-to-market by linking partners into development processes; outsource non-core business services. BPM CFO Cut transaction costs with automated direct procurement; CMO CFO reduce customer service spend with self-service; replace (Influence) (Replacement) admin staff with self-service interfaces. CIO Transform IT functions into technology services; protect CIO (Control) against security leaks by governing access to the registry of SOAP interfaces and flow of SOAP messages. CMO Put the corporate brand on SOAP interfaces; anticipate what customers will need and deliver it; couple the interface experience to the browser experience. Partners Increased harmonization with customers, buyers and partners
  9. 9. Business Process Management Approach to manage BPM projectsBPM is all about business improvement. I don’t believe that one size fit all. But, Ibelieve that each client situation should be assessed independently to determinewhich combination of phases and activities is needed to best solve the businessissues at hand. Design Capture the “as- is” situation Assess Capture Define Business Define the “to- Requirement, be” situation scope and plan Monitor Deploy BPM is all about improvement. It is, before everything, a way of thinking the business Continual improvement will lead to the BPM Excellence improvement continuously
  10. 10. Business Process Management Approach to manage BPM projects Key underlying Principles Have we developed the process in a way which truly addresses customer needs? Focus on the  Value can be created only by addressing the underlying goals and problems of the customer Customer  Processes should be designed to optimize the entire value chain, regardless of organizational boundaries  Customers should have one contact point Does the design simplify the process? In what ways? Are there even simpler approaches?  Work should be performed where it makes the most sense Design in  Develop an alternate path for complex cases rather than one path that fits all Simplicity  Different processes require different coordination mechanisms (e.g., the external market, an internal market, partnerships, basic management) Does the design minimize hand-offs between individuals and across cross-functional boundaries?  Optimize coordination; As few people as possible should be involved in the performance of a processReduce Hand-Offs  Specialization improves efficiency but creates handoffs and handoffs create work  Break down barriers between team members Have we developed a global design? Have we maximized standardization to the extent possible? Encourage  Consistent processes enable an organization to grow effectively Standardization  It is less confusing to stakeholders and less costly in the long run  Capitalize on global opportunitiesEnter Data at the Have we driven critical information into data masters? Source and  Data should be entered only once, preferably by people who understand and care about the data Automate  Technology should be used to enable new possibilities, not automate existing tasks Do we have the right people in the right places at the right time doing the right thing at the right cost? Manage People  Work is best organized around outcomes, not tasks Effectively  People respond positively to having more responsibility for productive meaningful outcomes  People involved in a process should have ownership for the entire process, or at least a meaningful component
  11. 11. Business Process Management Approach to manage BPM projects Modus Operandi 1 BPM starts with envisioning new process to be implemented or selection of existing core processes in the Process enterprise 6 Optimization 1 Envisioning 2 Process orchestration and integration to existing business functionality (applications) takes place 3 The models generate metadata executed at runtime that combines Web services and application functionality into Orchestration the process5 Measurement 2 & Integration 4 The process exits to human interfaces and controls where modeled as such During execution, the process is monitored and data is 5 gathered to evaluate both process flow efficacy and Human Meta Data process execution efficiency. 4 Interface & Execution at 3 Control Runtime 6 As part of analyzing the process, simulation of the process options are executed until the appropriate process optimization is identified, enabling iterative modeling and execution of the process
  12. 12. Business Process Management BPM CC – The Competency CenterImplementing BPM Systems
  13. 13. BPM CC – The Competency Centre Overview • A BPM CC brings together Several experiences indicate that developing a architectural, development and competency centre dedicated to achieving operational roles into one group. • The BPM CC is a centralized location BPM excellence is an effective means to for architecture, design, skills, reusable assets, and management tools in achieving BPM’s full business potential. support of BPM initiatives within an organization. BPM CC • A BPM CC develops, in partnership with other architectural and design groups within an organization, the BPM architectural principles, guidelines and People best practices to be used in Management undertaking BPM initiatives. • The BPM CC can be a “training ground” for new capabilities within the organization. BPM Delivery Process Services Management • BPM activities inherently span and impact multiple parts of an organization BPM • BPM Projects need to be closely Competency coordinated to preserve the Centre architecture, design and process modelsReasons for • BPM skills are specialized, costly and BPM CC time-consuming to develop; sharing these skills across initiatives is more cost- and time-effective. BPM Solutions Operations and Best and • Providing a centralized repository of practices Environment reusable designs and components of repository Management BPM leads to standard, more stable and faster implementations.
  14. 14. BPM CC – The Competency Centre Design Methodology BPM Competency Centre Input Modeling & Design ImplementationDefine strategic Define guiding Develop plan for objectives for principles for transition &creation of BPM design implementation CC Define high- DefineDefine BPM CC level sustaining mandate conceptual mechanisms & design options metrics Understand Evaluate design current state – options and“As Is” delivery select “best fit”of BPM services Develop governance framework and interaction model Create detailed design for selected option
  15. 15. BPM CC – The Competency Centre Challenges & Mitigations Challenge Mitigation  Parts of organization are unaware of the BPM CC and do  Strong communication plan that is meshed into Awareness their own thing overall corporate communications  Business units are unaware of the benefits and value  build awareness with business managers  Business units refuse to adopt standards put forth by  Addition of a step in the budget approval process BPM CC to confirm need for data architecture Adoption  Business units do not engage the BPM CC in data  Introduction of corporate incentives to projects architecture work adopting BPM CC  Reluctance to pay for the “common good”  Build a fixed cost allocation for the BPM CC Funding  Resistance to BPM CC start-up costs  Project specific costs based on usage of BPM CC  Partner with data architecture vendors to provide  Resource skill sets must be continually updated to keep a training curriculum Training pace with changing technology  Build customized internal curriculums to train  Build and sustain capability across the organization resources at various levels  Perception that the BPM CC takes too long to get off the  Leverage accelerators to speed up BPM CC buildTime To Build ground  Pilot project quickly to show tangible benefits
  16. 16. Business Process Management BPM CC – The Competency CenterImplementing BPM Systems
  17. 17. Implementing BPM systems ArchitectureBPM is not a new technology but a convergence / evolution of existing technologies Predictive Process Design Work Flow BPM Layer Portal Views Analysis & Business / Technical Rules Management Tools enablers Reporting Master / Meta Data Management Business Activity Monitoring Web Services B2B Connectors ESB Work Flow Tools Middleware Event Data Transaction Data Navigation Platform Management Transformation Management Data Communication Technical Application Management Middleware Adaptors Adaptors Middleware Traditional CRM, ERP, KM, Mainframe Other Legacy Process Databases ECM systems Systems Systems Enablers  Separation of design, implementation and management of processes into an independent process layer is achieved using BPM tools and approach.  Any business process can not be captured in a single application or a system. Various forms of middleware is used to integrate applications and data to serve an end-to-end business process.  Human interactions and inputs are integrated with the automated portions of processes via work flow tools  Customization to specific industry needs is achieved by using industry specific best practices
  18. 18. Implementing BPM systems TIBCO Suite : BPM+ There are too many BPM suites in the arena. One of the more mature is TIBCO. It is given as an indication not for selling purpose.Why TIBCO ?  More than 20 years of EA Experience including BPM Recognized  More Than 1000 deployed customers  More than 3 000 000 users around the word leading BPM  Complete solution from Design to Execution up to Monitoring PlayerTIBCO BPM+ enables end-to-end process management through the convergence of TIBCOs iProcess suite with itsSOA, Web 2.0, Complex Event Processing, and Master Data Management technologies. Tibco iProcess Predictive Process Design Work Flow BPM Layer Portal Views Analysis & Tibco Business Studio Business / Technical Rules Management Tools enablers Reporting Master / Meta Data Management Business Activity Monitoring Web Services B2B Connectors ESB Work Flow Tools Tibco iProcess Analytics Middleware Event Data Transaction Data Navigation Platform Management Transformation Management Tibco Business Event Data Communication Technical Application Management Middleware Adaptors Adaptors Middleware Tibco CIM Traditional CRM, ERP, KM, Mainframe Other Legacy Process Databases Enablers ECM systems Systems Systems Tibco iProcess Decision Suite Tibco Active Matrix Suite : Business Work, Service Bus, Policy Manager, Service Performance, Registry, Service Grid, Adapters, …
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