IBM Smarter Business 2012 - Kundcase: Från 0 till 1000 digitala processer i ett BPM-program
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Portugisiska bankjätten Banco Espirito Santo (BES) är allmänt erkänd innehavare av en av de mest mogna och avancerade insatser inom Process Excellence inom Financial Services. Safiras djupa partnerskap med BES i hjärtat av Center of Excellence för Business Process Management har kunnat ta itu med några av de mest komplexa processerna först och därefter skapa flexibla ramar som gör det möjligt för affärsanvändare att identifiera och automatisera enklare processer. I den här sessionen får du ett insiderperspektiv på vad som krävdes för att få igång programmet, ta del av erfarenheterna och de viktigaste faktorerna till ett framgångsrikt organisationsövergripande BPM-program, som nu automatiserar 1 process varannan dag. Talare: Pedro Penedo, Partner på Safira Besök http://smarterbusiness.se för mer information.
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IBM Smarter Business 2012 - Kundcase: Från 0 till 1000 digitala processer i ett BPM-program
- 1. How to get from 0 to 1000 digital processes on a true corporate-wide BPM program? Case study: Banco Espírito Santo Pedro Penedo (pedro.penedo@safira.pt) Partner SAFIRA
- 2. The foundations of BES trace to the XIX Century
- 4. BPM history channel Mortgage Servicing National Trade National Trade Foreign Trade Finance Finance Finance (BES) (BIC, BAC) (BAC, SFE) Foreign Trade Mortgage Mortgage Finance (BES) (BIC, BAC, BEST) (BES) 2001 2002 2003 2004 2005 2006 Staffware Lotus Notes IBM Websphere MQ Workflow Workflow’s by Safira
- 5. major pains in 2006 • at the IT teams • Long development & deployment models • High maintenance costs • Little re-utilization • Discontinued platforms • at the Business • Pressure to automate other processes • Aggressive time-to-market goals • Application-mindset, instead of front-2-back-process-mindset
- 6. new goals Increase operational efficiency Reduce operational risk Improve time to market Improve service levels Create a new unified BPM solution to support BES process Provide consistent business information Automate, integrate and coordinate end-to-end process Optimize the systems usage in the business process Maximize Business and IT capabilities, Improve operational efficiency, Improve Service Visibility - KPIs/ SLAs to the internal and external clients, Improve Agility, Holistic approach to the process, Integrated architecture and SOA oriented, Extend value to the actual technical applications and business solutions
- 8. BES Digital key components • Document Capture and Digitalization, performed on the branches and central services, with or without data recognition. • Digital Document Archive, supporting all business processes. • Unified Process Management (BPM), of the full document lifecycle. • Form and Contract management platform for dematerializing and automating it’s production. • Enterprise Search integrating all different document types and repositories.
- 9. IBM BPM architectural view Finance & Ops Invoice Executive Reconciliation Management Teams Customer Account Service Administration BPM Billing ERP CRM Imaging
- 10. Digital BES architectural view
- 11. process approach Major process phases were typified and it was defined the strategy of implementation and reutilization across processes • Created a comprehensive and holistic view upon existing processes, spotlighting their broken parts • Guaranteed reutilization in both technical and business perspectives (a common language) • Changed the mindset to start thinking processes and not applications
- 12. from app to process 1st Lombardi quick win @ BES (Apr 2007, 3 months!)
- 13. large processes Mortgage Credit • 150+ Business Process Diagrams (BPD) • 400+ User Interface Screens (Coaches) • 50+ integration points with different applications and systems, some of which with external companies
- 14. nested BPD
- 15. nested BPD
- 16. nested BPD
- 17. complex coaches
- 18. complex coaches
- 19. multiple stakeholders a case for Business Rules Management (BRM)
- 20. measuring KPI
- 21. KPI for service levels Sample Data
- 22. KPI for service levels Sample Data
- 23. KPI for business intelligence Sample Data
- 24. KPI for business intelligence Sample Data
- 25. KPI for tech performance Sample Data
- 26. KPI for tech performance Sample Data
- 27. major pains in 2008 Everybody was happy with the BES Digital Program, as it was delivering great workflows, within a holistic BPM view and new KPI culture. …but it was simply not fast enough! By the end of 2008 the process development pipeline was around 250…
- 28. typical process distribution Source: Phil Gilbert’s keynote at the 8th International Conference on BPM on September 14th 2010
- 29. 3 process frameworks Complexity Integrated Procedural Generic Growing level of Integration
- 30. 3 process frameworks Integrated Procedural Generic
- 31. 3 process frameworks Business/Organization defines requirements IT implements Organization ~200 activities and up Complexity Implements flow, rules, Coaches in WLE IDE IT implements specific services, if required Business configures processes end to end ~50 to ~100 activities Integrated Procedural Generic Growing level of Integration
- 33. adoption = success Generic
- 34. growth and convergence # process instances (cases), production environment 2,000,000 1,500,000 1,000,000 500,000 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 (P) Lotus Notes MQ Workflow IBM BPM (Lombardi)
- 35. massive scale business case • 6-year BPM program • 50+ external applications integrated • 700+ business processes in production • 7.000 active users • 550.000 user requests per day • ~1 Million live process instances • ~1 Billion documents in archive • Scalable architecture
- 36. key takeaways Technology matters: choose mature BPM • No need to code technical BPM • All-in-one collaborative environment: features GUI, Flow, Rules • Faster time-2-market • Extensible environment by design • Support for complex processes • Faster adoption by both technical and • Simulation & optimization capabilities business people • Business Activity Monitoring (BAM) • Lower total cost of ownership
- 37. key takeaways Architecture matters: Design for reuse • SOA layer around apps • Standardization • Common business and technical component • Flexibility libraries • Industrialization • Create process development frameworks • Design holistic, front-2-back processes • Efficiency • Externalize core decision points - BRMS can • Faster time-2-market help • Lower costs
- 38. key takeaways Strategy matters: synergize! • Plug the holes in high value business processes • Use KPI information to provide visibility and • Quicker results commitment • Scalable delivery • Involve business users in simple processes • Sponsor buy-in • Involve power users in semi-integrated • Faster adoption processes • Clear ROI • Focus IT in fully integrated, complex processes
- 39. Thank you! Pedro Penedo (pedro.penedo@safira.pt) Partner SAFIRA
Editor's Notes
- BES is a financial group with over 140 years of history.As you can see below, it survived all major crisis of the last 100 years.
- The largest private bank in Portugal.The pressure on cost-to-income drives most of the BPM initiatives.Cost to income: 2005 56%, 2008 53%, 2010 48,6%
- Launching of the “Digital BES program” defines a turning point in their process initiatives.
- The architecture was designed with the following principles in mind: Service Orientation (SOA); Reutilization; Multi-culture (Geography).IBM is BES reference implementation partner since the base of the stack (AIX) up to the most critical business products: DB2, WAS7, CI, ICM (IBM Content Management), ODM, WLE, etc.
- BES adheres to the same architectural viewThey just add layers, and systems like Document Management.
- Having stereotypes for processes, we started mapping the existing processes:In some extent these processes were already covered by applications;In some cases what we did was complete the process, leveraging the investment already made in applications – most of the cases the decision circuit was manual and 100% paper-based;At the time the priority was given to the credit processes, because that as the focus of the Bank and there was pressure to increase the service level.Why wasn’t the “decision circuit” part of the processes not covered by applications?People didn’t think processes, just applications;It involves paper;It involves decisions from multiple departments: Risk, Organization, Human Resources, Commercial… a lot of people has something to say about what happens here.Those that were built from scratch:CLAIMS, because it was the answer to new regulation from Bank of Portugal (some anticipation measures to Basel III);MORTGAGE, because the changes were so gig and wide, that it made sense to built it all in the new BPM platform.
- Just a word on size…The mortgage credit in Portugal is a very complex product… at BES a single mortgage credit proposal may have up to 7 different credit products (house, garage, construction work, land, …), each having its own different process paths and sharing (or not) warranties – warranties in itself is also a complex matter. Aside from the people who ask the credit, there may be series of other intervenient that may vouch in different ways for part or the whole credit. External companies are also fully integrated, like the company that conducts real estate evaluations and the life insurance company.
- … thisis a veryloooongscreen…
- Here are some samples of KPI that are measured at this level of process definition.Examples:14: Renegotiation: Starts with the registration of the customer’s non-acceptance of terms, and with submission of new proposal for approval.49: Documentation Collection: Starts with proposal submission, ends with completion of checklist.
- Out-of the box KPIs and SLAs.No limite = 80%
- Integrated processes samples:Mortgage credit,Consumer credit, Credit cards,Corporate credit (limits), Account opening, Claims, National Trade, Foreign Trade, Mortgage Servicing, Documentary creditMC has 140 BPDs and 400 coaches and 50 integration points with external systems.Procedural processes samples:QREN, Innovation,Resources (product subscription for discretionary management, capitalization insurance, passive rates and term deposits), Leasing (origination and servicing), Special terms (Products, services and “extra-types”), Structured products, Warranties, Discounts (national trade), Foreign trade, Credit Policies, Mortgages LoansGeneric process samples: Have a list handy
- Integrated processes samples:Mortgage credit,Consumer credit, Credit cards,Corporate credit (limits), Account opening, Claims, National Trade, Foreign Trade, Mortgage Servicing, Documentary creditMC has 140 BPDs and 400 coaches and 50 integration points with external systems.Procedural processes samples:QREN, Innovation,Resources (product subscription for discretionary management, capitalization insurance, passive rates and term deposits), Leasing (origination and servicing), Special terms (Products, services and “extra-types”), Structured products, Warranties, Discounts (national trade), Foreign trade, Credit Policies, Mortgages LoansGeneric process samples: Have a list handy
- Integrated processes samples:Mortgage credit,Consumer credit, Credit cards,Corporate credit (limits), Account opening, Claims, National Trade, Foreign Trade, Mortgage Servicing, Documentary creditMC has 140 BPDs and 400 coaches and 50 integration points with external systems.Procedural processes samples:QREN, Innovation,Resources (product subscription for discretionary management, capitalization insurance, passive rates and term deposits), Leasing (origination and servicing), Special terms (Products, services and “extra-types”), Structured products, Warranties, Discounts (national trade), Foreign trade, Credit Policies, Mortgages LoansGeneric process samples: Have a list handy
- Process deployment ratesIntegrated: 1 to 2 per YEARProcedural: 12 per YEAR (Innovation: 3w, QREN: 2 months, 10 processes for Spain in 4 months)Generics: 30 new per Quarter, plus 210 changes to previously deployed processes. (20 deployments per week).