The document discusses business process management systems (BPMS) and how they enable agile and process-managed enterprises. It provides an overview of what BPMS is, the benefits it provides like increased efficiency and responsiveness, and how it allows businesses to adapt more quickly. The document also outlines key elements needed for a BPMS like a process engine and user directory, and tips for getting started with BPMS like taking a pragmatic approach, defining a dedicated team, and looking for quick win projects.

1. Agilepoint BPMSPutting Business in the Driver’s Seat The People-Ready Modern BPMS Enabling Agile and Process-Managed EnterprisesHans HantsonBusiness Development Manager ASCENTN EMEAMicrosoftBPAMember

2. BPMS, Putting Business in the Driver’s Seat1What is BPMS and why should I care about it 2BPMS as enabler3Approach4Demo

3. What is BPM ? the practice of improving the efficiency and effectiveness of any organization by automating the organization's business processes.

4. allows you to bring processes, people and information together.

5. BPM involves looking at automation horizontally instead of vertically.

6. BPM not only involves managing business processes within the enterprise but also involves real-time integration of the processes of company with those of its suppliers, business partners, and customers.

7. What is BPMS ? The BPMS is a new category of management software that opens a new era for IT-powered business infrastructure. It "enables” companies to model, deploy and manage mission-critical business processes, that span multiple enterprise applications, corporate departments, and business partners - behinds the firewall and over the Internet."

8. Dynamic infrastructure requires separation of flows, business rules and services

9. The “ideal” BPMS solution

10. Connects to any system associated with the process

11. Blurs organizational boundaries

12. Supports compliance

13. Monitors process status with eye toward continuous improvement

14. The Paradigm Shift of Process ValuesContinuousPerformanceImprovementProfitabilityDifferentiatedCompetitivenessBusinessAgilityFront Office / Information WorkerEmpowermentAdaptive Integration(Loosely coupled)On-Demand AutomationEfficiencyCannot keep up with changes or too expensive to re-automateBusinessValuesofProcess3rd WaveBPMSince 20012nd WaveWorkflow & EAIAutomationEfficiencySince 1980’sTimeChanging Business Drivers and Marketing Conditions

15. BPM History1980’s = Business Process Reengineering (BPR)Design a simpler process, implement through a one-time organizational change; re-do the factory flow

16. BenefitImproved performance within the enterpriseProblemsFailed to provide agility, support ongoing change, or combine processes with partners1990’s = Enterprise Resource Planning (ERP)Ingrained best practices in huge software applications

17. Emerged from MRP in late 80’s

18. More inflexible

19. Didn’t facilitate integration of business partners into processes

20. Focused mainly on manufacturing & finance only

21. Never really was “enterprise”TodayBPM goalsEnd-to-end multi-company business processes built to adapt and enable outcome-focused solutions to problems

22. Share business processes across the enterprise, and with partners, to bring ultimate value to customersWhy take care of BPM ?The pressure to become cheaper, better and faster and provide a whole new level of customer-oriented service.Trends which are supporting this shift:King customer is now a dictator

23. Mass production shift to mass customization

24. Customer are demanding total solutions

25. Industry boundaries are blurring

26. Value chains are becoming the unit of competition

27. Collaboration and coo petition are replacing traditional forms of competition

28. Change has become the only certaintyEfficiency <-> ResponsivenessEfficiencyLong production runs

29. Standard products

30. Linear processes

31. Rely on market

32. Focus on cost optimalisationResponsiveness / AgilityShort production runs

33. Customized products

34. Circulair feedback loops

35. Innovation

36. Support new opportunitiesRigid Central ControlDecentralized CoordinationRequires predictability and low changesContinious Changes and creating more value (Innovation)

37. Innovation and Agility40%ProductsInnovation = Existing+Services60%Added Value ||End to End ServicesReduce time to deliverAGILITYFlexibility level of an organisation to adapt to newservices, products .... Quickly in order to increase profit

38. Sales level of profitTraditional business developmentAgility-Driven business developmentSales Increase Max. ProfitTerm by smaller and quickoptimalisationcyclesPush Market-StreamMore to futureReducing Start-TimeSales level of profitMax. Profit termProduct gets market stream – Reducing ProfitStart-Time, Build, PrepareInnovationTime

39. BPM Technology SpectrumOEM &Partners‘Process Foundation’Infrastructure PlayAgilePointSo, what ‘BPM’ are you talking about?

40. Business Process Management Application development

41. Systems integration

42. Vertical market focus

43. Service-oriented Architecture

44. Workflow

45. Transaction management

46. XML and Web services

47. Total quality management

48. Six Sigma

49. Business engineering

50. General systems thinkingModern TechnologyManagementTheoryBPM

51. Essential BPM Characteristics – beyond workflow automationMust be enterprise scalableCould involve everyone & systems in the companyMust provide highly adaptive automationEasy and fast process improvementRapid re-automationMust facilitate change management & roll outMaximize re-useMinimize re-trainingVisual collaborationMust deliver Information Worker EmpowermentEasily leverage IT assets by business usersShorten lead time to meet customer demand

52. Success FactorsPeopleProcessTechnologyBusiness AgilitySuccess

53. What do I need ?BPM IDE. Business Process Management (BPM) IDE is an integrated design environment used to design processes, rules, events and exceptions. Creating a structured definition of each process is very important to any business and the IDE enables a business user to design all processes with no help from IT.

54. Process Engine. The process engine of a Business Process Management solution keeps track of the states and variables for all of the active processes. Within a complex system, there could be thousands of processes with interlocking records and data.

55. User Directory. Administrators define people in the system by name, department, role and even potential authority level. This directory will enable tasks to be sent automatically to the defined resources.

56. What do I need ? (2) Workflow. This is the communication infrastructure that forwards tasks to the appropriate individual.

57. Reporting/Process monitoring. Enables users to track the performance of their current processes and the performance of personnel who are executing these processes.

58. Integration. Enterprise Application Integration (EAI) and/or Web services is critical to BPM as business processes will require data from disparate systems throughout the organization.

59. What are the advantages ? BPM is excellent for processes that extend beyond the boundaries of an enterprise and communicate with processes of the partners, customers, suppliers and vendors.

60. BPM Gives businesses the agility to stay competitive

61. BPM reduces the time elapsed in a business process

62. BPM Increases the productivity per person

63. Business process consists of many steps. A typical BPM initiative reduces the number of steps by 50%.

64. A Business Process needs many people and resources. A good BPM should reduce the number of resources needed for the same process.

65. BPM helps improve coordination across departments and geographic locations of a company

66. BPM enables business process measurement, and gives you control and manageability over the organisation.Benefits for IT Improves business agility

67. Enables a clearer division between IT & the business

68. Clears up the sourcing “jigsaw puzzle”

69. Whether or not to outsource…?

70. Leads to determining commodity v. value-add application development

71. BPM enables control over the process, wherever it resides

72. Explodes technology stovepipes & silos

73. Leads the way to end-to-end automation

74. Creates reusable process patterns

75. Once model the process, can implement change rapidlyBottlenecks Identifying the business processes is relatively easy. Breaking down the barriers between business areas, and finding owners for the processes is difficult.

76. Thinking outside departments.

77. Define the total business process. (hidden actors)Some tips Try to think and act as a process-managed company.

78. Needs full support from the top.

79. Baby-step-approach and not the big-bang.

80. Projects should be handled by the business, instead of IT.Collaboration is Key - Team Activities Review requirements early

81. Refactor Business Processes (but not at the same time)

82. Test Process Models with business casesA Team Approach - Member Roles Subject Matter Expert (SME) – Provides process definition and requirements.

83. Analyst – Optimizes and Models the business process(es).

84. Developer – Creates reusable IT assets to support process automation and interoperability between systems.

85. Administrator – Monitors and maintains the environment.Solution Approach – 4 Core Elements

86. Solution Approach – 4 Core ElementsWebpartsASP.NETEmailAPIWebservicesVisual StudioMS & Java

87. Solution Approach – 4 Core ElementsAPIWebservicesSharePointASP.NETAgileFormsVisual StudioMS & Java

88. Solution Approach – 4 Core ElementsAPIWebservicesEnvisionEnterprise ManagerVisual StudioMS & Java

89. Solution Approach – 4 Core ElementsSharePointXML ContentAPIAgileWorksAgileConnectorAgilePartsDatabasesApplicationsBizTalk......Visual StudioMS & Java

90. Key attention PointsFrom Technical Point of View

91. Build following .NET best practices.

92. Alligned with AgilePoint Guide lines.

93. SOA alligned

94. From Business Point of View

95. Setup from a company wide BPM View

96. Solution under business controlGetting started in pragmatic way Define a dedicated team: inform, educate and train

97. Start with process discovery and design POC.

98. Seed the BPM platform into existing projects.

99. Implement a BPM program management

100. Design new business processes from the outside in (customer centric)

101. Manage the risk by running initial BPM projects in parallel.

102. Look for small mission-critical projects, with a quick win and good ROI.

103. Define centralized process repository.

104. Use BPM to amplify what the company is ALREADY doing. BPM is NOT the latest new initiative or killer-app.Remember it’s not a project but a continuous process !© DigiPointNV/SA

105. BPM – Full Lifecycle Implementation

106. BPM as business enabler

107. Main Issues todayTechnicalBusiness Business driven process versioning

108. Rapid adaption of rule changes in a production environment and on running processes.

109. Solutions today are mainly developer oriented.

110. Change is constant - How do we make self-adaptive, smarter implementations that are better able to cope? Gap Between Business (Thinking Business Wise) and IT (Thinking Technical and Deployment Wise); both having different objective and target !Conclusion

111. Process Management as a Business Enabler - Speed of Change, Versatility and AdaptabilityTo beDynamicAutomationStaticAs isDynamicStaticAutomation“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change”-Charles DarwinMass-CustomizationInnovation,Agility,Efficiency &ProfitabilityMass-ProductionContinualImprovement© DigiPointNV/SA

112. BPM Enablers Every organisation is working today on the improvement of their business processes, take a look at running projects like:

113. ABC (Activity Based Costing)

114. BSC (Balance Score Card)

115. Six Sigma

116. Sarbanes Oxley

117. Basel II

118. KPI’s

119. Self Service and personalisation

120. They are all focussed in understanding, optimizing and monitoring the business processes.

121. As BPMS is not a project but a continuous process, it fit well to serve above projects. AgilePoint BPMS Approach

122. The right BPMS can make all the difference Do you see far enough?SharePoint Workflow DesignerWF Based SolutionsModel Driven BPMSAgilePointProcess Based CompositionHighWorkflow/BPMSolutions based on or extendingSharePoint/Windows WorkflowStatic SequentialStructured AutomationTime & CostBusiness Agility - dynamic BPM Run-time Process Mgmt

123. Process Migration

124. Dynamic Rollback

125. Dynamic Re-route

126. Partial Rework

127. Case Mgmt, Ad-hoc process

128. etc.Some dynamics Visual & Governance

129. Dynamic role-based activities

130. Delegation & Re-assign

131. Parallel & Dynamic Approval

132. etc.LowScalability & Broadness of Functionality

133. Current State Scenario- Prior to Third Wave BPMDelivered as a monolithic application- containingHard-coded logic and automation (e.g. traditional workflow)Hard-wired integration (e.g. EAI/adapters)Entangled automation and integration (hard to manage)EGraphical representation of a sample business processBusinessManagersFBDECA‘The Business-IT Divide’Business users have no direct control of the executable incarnations of business processesAFIT/DevelopersDCBBackend IT Infrastructure(ERP, CRM,Financial Apps,Etc.)

134. Prior to Third Wave BPM – Costly to ChangeAnother revision ofmonolithic applicationEHard-coded automationHard-coded business logicHard-wired integrationSlight change to process representing business requirement changesCBusinessManagersFEABD‘The Business-IT Divide’Results Costly Re-Program/Engineering CycleLost Agility, Degraded Efficiency, Reduced ManageabilityFAIT/DevelopersDCBBackend IT Infrastructure

135. Third Wave BPM- Enable Adaptive Process Automation and Process-based IntegrationBPM Process Builder & Modeling Tool Process ModelBusinessManagersBPM EngineExecutes & manages links between process and people/applications

136. Delivers adaptive code-free automationBusiness FunctionService Oriented ComponentsEExamples: update info to ERP

137. retrieve info from Database

138. check inventory,…., etc.IT/Developer+ Reusable & Executable Business FunctionsEAFBCDFADCBBackend IT Infrastructure

139. Third Wave BPM– Enable Agile & Adaptive Response to ChangesSimply reconfigure processmodel to respond to changesExecutes reconfigured process model to deliver new automation and results

140. Greatly enhances agility and manageabilityEBusinessManagersBPM Process Builder& Modeling ToolCEAFBDBPM EngineBusiness FunctionService Oriented ComponentsBDCIT/Developer

141. Emonitor

142. collaborate

143. administerBPM- enables Cross-Organizational Process IntegrationInternetXML/Web ServicesBPM Process Builder& Modeling ToolCBEAFBDPartners,Suppliers,CustomersBPM EngineBusiness FunctionService Oriented ComponentsDCIT/Developer© DigiPointNV/SA

144. Benefits of AgilePoint BPMSFaciliate Creation of Corporate Process Culture

145. Effective Communication & Knowledge Management

146. Better Process Performance

147. Six Sigma, EPM, etc.

148. Empower Information Worker and Boosts IT Effectiveness

149. On demand Process-based IT Utilization

150. Adaptive Process-based Business Integration

151. Code-Free Process Automation

152. Code-Free Reconfiguration of Process-based Application

153. Business Agility

154. Create Sustainable Operational Success Through Process Excellence

155. Create & Automate New Process: up to 3x faster than current

156. Improve & Re-Automate Existing Process: up to 10x faster than current

157. Enable Process-based Continuous Business Performance ImprovementPossible scenario’s General Business Process Automation & ImprovementAdmin/HR, Expense, Purchase, Customer Service, etc. Vertical Business Process Automation & ImprovementInsurance, Financial, Healthcare, Legal, Content, etc. Regulatory Compliance & Risk ManagementGovernment, Document Control, Audit & Accountability, etc. Merger & AcquisitionsOperations alignment & IT infrastructure consolidation Operational Efficiency ImprovementDistributed Manufacturing, etc.

158. HealthCare:HIPAA ComplianceContent/DocumentProcessesGeneral Process:Expense Report, HR, etc.Risk Management:Compliance & GovernanceInsurance:Policy IssuanceBroad Applicability

159. Learnings from the past More demand for business control, but:

160. Most are still using IT to get the job done, but with less effort on deployment time

161. Some are defining a new team; based on Business/IT (not virtual team)

162. Gouvernments and financial/insurance companies are jumping faster to Form-Based Solutions.

163. Most of the solution are very new (less then 5 years)

164. Standardisation is still in-progress (Gartner is expecting improvement around 2010)Summarize BPM is the future

165. Consider a services-oriented architecture

166. Adopt an evolutionary approach

167. Long term value of software as services

168. Rapid time-to-market

169. Less risk

170. Easier growth/evolution

171. IT projects doesn’t exists, it’s all about business projects.

172. BPMS is today on the beginning of a long road, don’t focus yet on the underlying methods and methodologies. (not yet defined as standard)“Think Big. Start Small. Scale Fast.”Web: http://www.ascentn.comEmail: info@ascentn.com© 2002-2009Ascentn Corporation. All rights reserved.This presentation is for informational purposes only. Ascentn makes no warranties, express or implied, in this summary.Contact information