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BPM Implementation - Success Criteria and Best Practice Alan McSweeney
What is a Business Process? ,[object Object],[object Object],Order
What is Business Process Management (BPM)? ,[object Object],[object Object],[object Object]
Lessons Learned From Large Systems Implementation 80  %  65   % 60   % 50   % 45   % 35   % 35   % 30   % 20   % More attention on process optimisation Align systematically to company goals Pay more attention to understanding the subject area spanned Outsource project management of the project to a third party Increase investment in training Greater employees involvement Enforce changes more courageously Identify and capture proof of benefits and saving as part of scope Avoid big-bang implementations 55   % Implementation of a management information system as part of scope
Processes Are Key To Business Success ,[object Object],[object Object],[object Object]
A Single, Consistent View of the Truth is Critical ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Business Drivers for BPM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Business Process Management ,[object Object],[object Object],Reduced process costs   Increased quality / reduced number of errors Reduced process throughput times   Reduced training time / expenses Reduced number of (internal) support requests Reduced number of customer complaints   Increased forecast accuracy   10 - 15 %   10 - 30 %   20 - 30 %   10 - 30 %   15- 30 %   20 - 30 %   15 - 30 %
How do Organisations Improve? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Business Process Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why Business Process Management and Design – Common Problems ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why Business Modelling – The Problems ,[object Object],[object Object],[object Object],[object Object],[object Object]
More Than a Picture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Finding the Right Project ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Critical Success Factors  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Successful Business Process Analysis, Design and Implementation Projects Have  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Do Not Ignore Organisational Change ,[object Object],[object Object],[object Object]
Process Analysis within Service Orientation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Intelligent Use of BPM ,[object Object],[object Object],[object Object]
Intelligent Use of BPM ,[object Object],[object Object],[object Object],[object Object]
Service Orientation – Aligning IT with Business Dynamic  Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Trading Partners Legacy Systems Web Sites Databases Core Applications
Service Orientation – Aligning IT with Business Dynamic  Static AR Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Mixed IT Systems and Applications
Service Orientation – Aligning IT with Business Dynamic  Static AR Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Business Model
Service Orientation – Aligning IT with Business Dynamic  Static AR Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Business / IT Gap
Service Orientation – Aligning IT with Business Dynamic  Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Trading Partners Legacy Systems Web Sites Databases Core Applications Business Processes Bridges the Gap
Service Orientation – Aligning IT with Business Dynamic  Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Service Oriented Architecture IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Business Processes Bridges the Gap
Service Orientation – Aligning IT with Business Dynamic  Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Service Oriented Architecture IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Business Process Management
Service Orientation – Aligning IT with Business Dynamic  Static AR IT Assets Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Service Oriented Architecture IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Business Process Management Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Process Improvement
Connecting Business and IT Dynamic  Static IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business  Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of  New Services Automation of Existing Processes Reusable,  Standard Services Standard Integration  of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Trading Partners Legacy Systems Web Sites Databases Core Applications Business Analysis SOA Layer
Business Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More Information ,[object Object],[object Object]

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Bpm Implementation Success Criteria And Best Practice

  • 1. BPM Implementation - Success Criteria and Best Practice Alan McSweeney
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  • 4. Lessons Learned From Large Systems Implementation 80 % 65 % 60 % 50 % 45 % 35 % 35 % 30 % 20 % More attention on process optimisation Align systematically to company goals Pay more attention to understanding the subject area spanned Outsource project management of the project to a third party Increase investment in training Greater employees involvement Enforce changes more courageously Identify and capture proof of benefits and saving as part of scope Avoid big-bang implementations 55 % Implementation of a management information system as part of scope
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  • 21. Service Orientation – Aligning IT with Business Dynamic Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Trading Partners Legacy Systems Web Sites Databases Core Applications
  • 22. Service Orientation – Aligning IT with Business Dynamic Static AR Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Mixed IT Systems and Applications
  • 23. Service Orientation – Aligning IT with Business Dynamic Static AR Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Business Model
  • 24. Service Orientation – Aligning IT with Business Dynamic Static AR Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Business / IT Gap
  • 25. Service Orientation – Aligning IT with Business Dynamic Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Trading Partners Legacy Systems Web Sites Databases Core Applications Business Processes Bridges the Gap
  • 26. Service Orientation – Aligning IT with Business Dynamic Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Service Oriented Architecture IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Business Processes Bridges the Gap
  • 27. Service Orientation – Aligning IT with Business Dynamic Static AR IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Service Oriented Architecture IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Business Process Management
  • 28. Service Orientation – Aligning IT with Business Dynamic Static AR IT Assets Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Service Oriented Architecture IT Assets Trading Partners Legacy Systems Web Sites Databases Core Applications Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Business Process Management Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Process Improvement
  • 29. Connecting Business and IT Dynamic Static IT Assets Accountability Reduce Cost New Channels Visibility New Services Customer Service Shareholder Value Governance Business Drivers Business Requirements Better Information insight Support Business Requirements Faster Efficient Delivery Of New Services Automation of Existing Processes Reusable, Standard Services Standard Integration of Services Business Processes Services Services Services Services Business Service Business Service Business Service Business Service Services Business Service Trading Partners Legacy Systems Web Sites Databases Core Applications Business Analysis SOA Layer
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Editor's Notes

  1. A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the modelling of processes and sub-processes down to activity level.
  2. Can we link this slide 11
  3. Solution Architecture Blueprint develops a comprehensive specification of the essential aspects of an information system within a particular context. Allows the designers to make tradeoffs in development and product / technology selections Covers the system’s purpose, functions, interfaces with elements in the system’s environment, constituent components and their relationships, principles of operation, properties, and means of construction and test Makes it possible to plan and execute a successful project