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Oracle SOA & Enterprise2.0 Partner Community Forum, presentation by Léon Smiers on Capgemini view on (Oracle) BPM and cases based upon Oracle BPM technology.

Oracle SOA & Enterprise2.0 Partner Community Forum, presentation by Léon Smiers on Capgemini view on (Oracle) BPM and cases based upon Oracle BPM technology.

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Oracle soa and e2.0 partner community forum bpm léon smiers share

  1. 1. Oracle SOA and E2.0 Partner Community Forum BPM Léon Smiers Oracle BPM Thoughtleader, Oracle ACE Utrecht, March 15th 2011
  2. 2. BPM(S) - Past, Present……….. © 2010 Capgemini. All rights reserved.
  3. 3. Book a flight to San Francisco Insert: Title, author, date © 2010 Capgemini - All rights reserved. 3
  4. 4. What does BPM offer   Helps in structuring work that needs to be done, whether this be automated or manually.   Be able to get insight in work that has been done, learn from it and improve your current work process.   Be able to change your processes and know where a process change impact your systems and what people need to do   Shift towards ‘build-to-change’ processes, as opposed to ‘build-to- last’ back-office applications   Ensure that compliance is maintained during any changes to processes.   Faster time-to-market for innovative solutions 4 BPM-E1-2
  5. 5. It all boils down to 5 critical success areas for BPM…   Small PoC in business is used to demonstrate value V alue & Performance     Re-inject first value to generate more Results-based requirements Management   Real-time tracking & monitoring   Generic and standard sector reference patterns A ccelerated Business       Requirements management, not analysis. Deltas Just-enough modeling Collaborative analysis / workshops / hands-on Analysis   Skilled/agile people & the right business/technology mix   Architectural perspective L everaging BPM     Services bring flexibility and standardization Anticipate performance, scaling and integration issues A V Technology   Simplify first. And next   Small steps towards process maturity E U nified Process   Leverage methodologies (Lean, Six Sigma, TRIZ)… Improvement   …but beware of Behavioral change needed   Know your target operating model throughout   Ensure stakeholder’s top down / bottom up commitment   End-to-end governance U L E nd-to-End   Architectural alignment BPM   Share best practices, tools and reusables   CoE stewards standardization and business objectives Governance   Kick-start new initiatives
  6. 6. Terminology A management approach, aimed at continuously improving and optimizing business processes in What is BPM an organization, supported by a wide range of BPM methods and supporting tools aimed at designing and modeling these processes. A set of software tools, that allow BPM to be What is BPMS extended to the level of software application development and maintenance. Standard notation and structure for Business modeling. Oracle, IBM and SAP joined forces What is BPMN 2.0 in the Open Group to create a standard for BPM. The aim is simplicity
  7. 7. The BPM Closed loop & Oracle implementation BPA Suite Process Composer JDeveloper 1.Design BPA Suite simulation JDeveloper simulation JDeveloper 5.Optimization 2.Modeling Meta Data Store 4.Monitoring 3.Execution Unified run time BAM Enterprise Manager Proces Cubes Workspace Process Portal 7
  8. 8. Value of the process information Tactical level (‘learn & leverage’) Improved client BI satisfaction Information about the performance of the processes used to better tune the operation – in combination with the forecast Chain Governance level (‘read & react’) optimization BAM Dashboard function, where progress of the process is monitored >Weeks and exceptions are alerted Process control Months Operational level (‘sense & respond’) Alerts Days Direct feedback to the operational employee to approve Process quality Weeks or disapprove a certain action < sec Back-end applications
  9. 9. Cases
  10. 10. Process Control in practice Utility company, Work Order Management   What is needed •  Better control of internal processes •  More efficient and effective operations •  Less failure in the processes •  Higher first time right when visiting customers
  11. 11. Utility company Work Order Management Functionality CRM Product catalogue Prepare Call Center Interface Improved client satisfaction Chain optimization Execute Insight Work Planning Tasks Order Portal Process Process control Process quality Functional CRM exception Financial Finish handling Completion BPM-E1-2
  12. 12. Utility company, Work Order Management Technical architecture Governance Security Presentation Exception handling ADF Human tasks Company LDAP Composition BPM BAM Integration OSB Application CRM Fin Planning Products Data Work BAM BPM order Repository
  13. 13. Bank Month end improvements   What is needed •  Shorten reporting time •  One version of the truth •  Analysis time increase 10/50% •  Decrease costs 30%   Starting point for the project •  For the daily reconciliation procedures of the General Ledgers, there is no timely information available for the status/success of the interface runs (“batch processes”) •  For the monthly reconciliation procedures, no insight is available about (human) activities, amount of adjustments and dependencies
  14. 14. Bank Month end improvements In scope Event creation Daily run Month end Reporting at local banks •  Consolidation into Automated •  Consolidation of •  Management •  ATM GL country GL into •  Client reports •  Selling stocks •  Per country Hyperion handling •  Human activity •  Mortages •  .. •  Batch oriented •  Validation Human activity •  Human activity •  Correction •  validation •  correction Insert: Title, author, date © 2010 Capgemini - All rights reserved. 14
  15. 15. Bank Technical architecture Governance Security Guided Presentation Reporting ADF Process Client Composition BPEL Process BPM Guided BAM Process Integration Mediator Application Local Daily Systems systems GL Hyperion Data Measurements BAM BPM Checklists Repository
  16. 16. Summarizing: A checklist for better BPM   Small PoC in business is used to demonstrate value V alue & Performance     Re-inject first value to generate more Results-based requirements Management   Real-time tracking & monitoring   Generic and standard sector reference patterns A ccelerated Business       Requirements management, not analysis. Deltas Just-enough modeling Collaborative analysis / workshops / hands-on Analysis   Skilled/agile people & the right business/technology mix   Architectural perspective L everaging BPM     Services bring flexibility and standardization Anticipate performance, scaling and integration issues A V Technology   Simplify first. And next   Small steps towards process maturity E U nified Process   Leverage methodologies (Lean, Six Sigma, TRIZ)… Improvement   …but beware of Behavioral change needed   Know your target operating model throughout   Ensure stakeholder’s top down / bottom up commitment   End-to-end governance U L E nd-to-End   Architectural alignment BPM   Share best practices, tools and reusables   CoE stewards standardization and business objectives Governance   Kick-start new initiatives
  17. 17. Leon.smiers@capgemini.com

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