BPM provides value in three key ways: 1. For BPM consultants by focusing on business issues and value creation through technology, operations, and human capital expertise. 2. For customers by improving processes, productivity, time to market, costs, and customer relationships. 3. For managing BPM projects through assessing the current situation, defining requirements and goals, designing and implementing improvements, and continually monitoring and improving processes.

1. BPM – Value Proposition – an Overview
By Ali BELCAID – Managing Consultant

2. Business Process Management
BPM CC – The Competency Center
Implementing BPM Systems

3. Business Process Management
Driving Effectiveness and Efficiency
Toward Business Process Intelligence
BI Project Implementation
BI CC
Business 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. Business Process Management
Overview
In today’s fretful world, leading companies recognize that maintaining competitiveness in the
marketplace requires effective management and control of key business processes
BPM capabilities span from process design up
to process controlling and monitoring. Process Process
Vision & Design
Strategy
When Starting up a BPM project
BPM Lifecycle
you should take in account 3
fundamental 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. Business Process Management
Role does BPM play
What 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. 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. Business Process Management
BPM Value Proposition
1 - 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. Business Process Management
BPM Value Proposition
2 - 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. Business Process Management
Approach to manage BPM projects
BPM is all about business improvement. I don’t believe that one size fit all. But, I
believe that each client situation should be assessed independently to determine
which combination of phases and activities is needed to best solve the business
issues 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. 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 process
Reduce 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 opportunities
Enter 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. 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 process
5 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. Business Process Management
BPM CC – The Competency Center
Implementing BPM Systems
ali.belcaid@gmail.com

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
models
Reasons 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. BPM CC – The Competency Centre
Design Methodology
BPM Competency Centre
Input Modeling & Design Implementation
Define strategic
Define guiding Develop plan for
objectives for
principles for transition &
creation of BPM
design implementation
CC
Define high- Define
Define 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. 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 build
Time To Build ground
 Pilot project quickly to show tangible benefits

16. Business Process Management
BPM CC – The Competency Center
Implementing BPM Systems
ali.belcaid@gmail.com

17. Implementing BPM systems
Architecture
BPM 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. 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 Player
TIBCO BPM+ enables end-to-end process management through the convergence of TIBCO's iProcess suite with its
SOA, 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, …

19. http://intelligenteenterprise.blogspot.com/
http://www.linkedin.com/in/albel
http://www.slideshare.net/alibelcaid