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Thinking Beyond
               Traditional BPM

    Managing The Customer Lifecycle
  In An Information-Rich Environment



Sandy Kemsley l www.column2.com l @skemsley
Agenda

   l   Why enterprise process management isn’t
       enough
   l   Defining Smart Process Applications
   l   Benefits
   l   Challenges




                    Copyright Kemsley Design Ltd., 2013   2
History of Enterprise Process

    l   Enterprise applications
        l   Hard-coded structured processes
        l   Silos of structured information
    l   Business process management suites
        (BPMS)
        l   Configurable structured processes
        l   Loosely integrated unstructured information
        l   Tightly integrated structured information
        l   Rules, events, integration and analytics

                       Copyright Kemsley Design Ltd., 2013   3
Indicators That A Traditional
Process Application Is A Poor Fit
    l   Multiple systems required to do work
        l   System workarounds, especially collaboration
        l   Inelegant add-ons and integrations
    l   Over-engineered for application
        l   Functionality too “heavy” and inflexible
        l   May require larger process transformation effort
    l   Too generic
        l   Inadequate application templates
        l   No best practices
                       Copyright Kemsley Design Ltd., 2013     4
Smart Process Applications (SPA)

   l   Manages the customer lifecycle
   l   Content-rich case paradigm, tightly
       integrated with structured/unstructured info
   l   Collaborative and structured processes
   l   Encapsulates business rules/best practices
   l   Supports knowledge workers and
       customer/employee self-service


                   Copyright Kemsley Design Ltd., 2013   5
SPA Examples – Horizontal

   l   Employee lifecycle
       l   Recruitment and onboarding
       l   Performance management
   l   Contract management
       l   Creation
       l   Maintenance, renewal and termination
   l   Customer lifecycle
       l   Sales
       l   Support
                      Copyright Kemsley Design Ltd., 2013   6
SPA Examples – Vertical

   l   Middle office investment fund management
       l   Risk management
       l   NAV and profit/loss analytics
   l   Disability claims management
       l   Long-term/recurring case management




                      Copyright Kemsley Design Ltd., 2013   7
SPA For The Knowledge Worker

   l   Characteristics:
       l   Goal-oriented work with case owner
       l   Skills-based routing/filtering
   l   Functions:
       l   Review related content and best practices
       l   Add tasks/subprocesses manually or via events
       l   Create/distribute content
       l   Collaborate on demand
       l   Reconfigure user experience

                      Copyright Kemsley Design Ltd., 2013   8
SPA For Customer/Employee
Self-Service
   l   May receive email/documents throughout
       lifecycle
   l   Portal view of assigned tasks
   l   Actions trigger other tasks/processes
   l   Actions and accomplishments captured as
       customer information context




                   Copyright Kemsley Design Ltd., 2013   9
The Role of Modern BPMS

   l   Functional bridge from enterprise process
       to SPA
   l   Core of SPA development platform
       l   In-house enterprise development
       l   BPM vendor templates and applications
       l   Refactored into packaged applications
   l   Provides underlying functionality: process,
       events, rules, integration, analytics


                      Copyright Kemsley Design Ltd., 2013   10
SPA Benefits

   l   Knowledge work efficiency/quality:
       l   Information context for performing tasks
       l   In-system collaboration for decision support
       l   Rules and structured processes as guardrails
       l   Cross-channel information consistency
   l   Integrated functionality:
       l   Single application for work management
       l   Consolidated audit trail
       l   SLAs and escalations at case and process level

                      Copyright Kemsley Design Ltd., 2013   11
SPA Challenges

   l   Will SPA become the new legacy
       applications?
   l   Are SPA just sales tool templates?
   l   How will the boundaries of process and
       information within an SPA be expanded?




                   Copyright Kemsley Design Ltd., 2013   12
Summary

   l   Evolution of enterprise process:
       l   Enterprise Applications
       l   Business Process Management Suites
       l   Smart Process Applications
   l   Process alone is not enough:
       l   Customer communication and collaboration
       l   Information context
       l   Industry knowledge and best practices


                     Copyright Kemsley Design Ltd., 2013   13
Slides at www.slideshare.net/skemsley

         Sandy Kemsley
         Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley




                   Copyright Kemsley Design Ltd., 2013   14

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Thinking Beyond Traditional BPM

  • 1. Thinking Beyond Traditional BPM Managing The Customer Lifecycle In An Information-Rich Environment Sandy Kemsley l www.column2.com l @skemsley
  • 2. Agenda l Why enterprise process management isn’t enough l Defining Smart Process Applications l Benefits l Challenges Copyright Kemsley Design Ltd., 2013 2
  • 3. History of Enterprise Process l Enterprise applications l Hard-coded structured processes l Silos of structured information l Business process management suites (BPMS) l Configurable structured processes l Loosely integrated unstructured information l Tightly integrated structured information l Rules, events, integration and analytics Copyright Kemsley Design Ltd., 2013 3
  • 4. Indicators That A Traditional Process Application Is A Poor Fit l Multiple systems required to do work l System workarounds, especially collaboration l Inelegant add-ons and integrations l Over-engineered for application l Functionality too “heavy” and inflexible l May require larger process transformation effort l Too generic l Inadequate application templates l No best practices Copyright Kemsley Design Ltd., 2013 4
  • 5. Smart Process Applications (SPA) l Manages the customer lifecycle l Content-rich case paradigm, tightly integrated with structured/unstructured info l Collaborative and structured processes l Encapsulates business rules/best practices l Supports knowledge workers and customer/employee self-service Copyright Kemsley Design Ltd., 2013 5
  • 6. SPA Examples – Horizontal l Employee lifecycle l Recruitment and onboarding l Performance management l Contract management l Creation l Maintenance, renewal and termination l Customer lifecycle l Sales l Support Copyright Kemsley Design Ltd., 2013 6
  • 7. SPA Examples – Vertical l Middle office investment fund management l Risk management l NAV and profit/loss analytics l Disability claims management l Long-term/recurring case management Copyright Kemsley Design Ltd., 2013 7
  • 8. SPA For The Knowledge Worker l Characteristics: l Goal-oriented work with case owner l Skills-based routing/filtering l Functions: l Review related content and best practices l Add tasks/subprocesses manually or via events l Create/distribute content l Collaborate on demand l Reconfigure user experience Copyright Kemsley Design Ltd., 2013 8
  • 9. SPA For Customer/Employee Self-Service l May receive email/documents throughout lifecycle l Portal view of assigned tasks l Actions trigger other tasks/processes l Actions and accomplishments captured as customer information context Copyright Kemsley Design Ltd., 2013 9
  • 10. The Role of Modern BPMS l Functional bridge from enterprise process to SPA l Core of SPA development platform l In-house enterprise development l BPM vendor templates and applications l Refactored into packaged applications l Provides underlying functionality: process, events, rules, integration, analytics Copyright Kemsley Design Ltd., 2013 10
  • 11. SPA Benefits l Knowledge work efficiency/quality: l Information context for performing tasks l In-system collaboration for decision support l Rules and structured processes as guardrails l Cross-channel information consistency l Integrated functionality: l Single application for work management l Consolidated audit trail l SLAs and escalations at case and process level Copyright Kemsley Design Ltd., 2013 11
  • 12. SPA Challenges l Will SPA become the new legacy applications? l Are SPA just sales tool templates? l How will the boundaries of process and information within an SPA be expanded? Copyright Kemsley Design Ltd., 2013 12
  • 13. Summary l Evolution of enterprise process: l Enterprise Applications l Business Process Management Suites l Smart Process Applications l Process alone is not enough: l Customer communication and collaboration l Information context l Industry knowledge and best practices Copyright Kemsley Design Ltd., 2013 13
  • 14. Slides at www.slideshare.net/skemsley Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Copyright Kemsley Design Ltd., 2013 14