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CPMS

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Credit Proposal Management at Daimler Chrysler financial services

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CPMS

  1. 1. Turning IT into a Service BLUESCREEN BPM presentation XML City Credit Proposal Management System CPMS II for DaimlerChrysler Services AG © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 1
  2. 2. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology backgrounds • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 2
  3. 3. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS CPMS Description & History • CPMS supports dealership and fleet financing proposals • CPMS originally started in 1998 • First release based on Lotus Notes / Domino / Domino.Doc / Domino.Workflow • Used at regional and world headquarters: No access for local companies • Requirements changed in 2002: Global availability, refined data structures • CPMS II project in 2003: Established J2EE platform, global availability and enhanced user experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 3
  4. 4. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology backgrounds • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 4
  5. 5. Turning IT into a Service BLUESCREEN Business Drivers for IT Consolidation The corporate IT landscape is highly segmented and dominated by proprietary infrastructures binding enormous capital and resources: • 80% of current IT Budget is assigned to maintenance • 20% to innovation * *Source: The Yankee Group, Enterprise computing, January, 2003 © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 5
  6. 6. Turning IT into a Service BLUESCREEN Management Perception of IT Value: IT has long been seen as merely tactical, but the perception has changed dramatically. New emphasis lies on strategic value creation based on innovation, existing investment and reduction of cost. Perception of Business Value of IT Now Business value Value STRATEGIC • Productivity • Revenue • Cost • Profit • Processes TACTICAL • Bandwidth • CPU • • Storage Data Base Tactical Strategic • Systems Source: • Availability Time Yankee Group, 2003 © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 6
  7. 7. Turning IT into a Service BLUESCREEN Changing Financial Services Market • Globalization • Increasing • One-Stop-shopping competition Financial • Decreasing loyalty • Regulatory Supply Demand environment side Services side • Increasing demand for speed, quality + Institutes competitive rates Technology • eCRM • Outsourcing • IT-based processes © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 7
  8. 8. Turning IT into a Service BLUESCREEN ... Causing the Industry to go through a Development Comparable with other Industries before ... 1960 1980 2000 Steel Industry Automotive Industry Financial Services Industry © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 8
  9. 9. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology backgrounds • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 9
  10. 10. Turning IT into a Service BLUESCREEN BPM Definition & Deliverables • BPM is a system methodology to aid the identification, comprehension and management of business processes that interact with people and systems inside and outside of enterprises • Deliverables: Workflow + EAI + B2Bi + J2EE Gartner © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 10
  11. 11. Turning IT into a Service BLUESCREEN Business Process Management • Business Process Management provides a top-down methodology for analysis, modeling, implementation, verification and review of business processes. • BPM-integrated processes within the enterprise or across corporate boundaries enable business-to-business collaboration. • BPM aims at implementing open specifications and conversion of legacy towards process-oriented. • No unified standard available yet. © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 11
  12. 12. Turning IT into a Service BLUESCREEN BPM goals at DaimlerChrysler Optimized Compliant Measurable Harmonized Process Basel II Realtime data Technology base Speed Sarbanes-Oxley Data export Client base Availability Governance Turn Times User Interface Understandable Etc. Forecasts Process GUI © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 12
  13. 13. Turning IT into a Service BLUESCREEN BPM is a continuous management function with impact on process efficiency, IT Systems and company Governance Documentation Analysis Business Process Design Business Process Optimization Target process definition Monitoring Measurement/OPI Benchmarking Continuous Process Improvement Input for IT systems Input for anticipatory development Corporate Manage- ment (e.g. BSC) Business Process Implementation Communication Consulting Change Management Operational process efficiency improvements © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 13
  14. 14. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology backgrounds • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 14
  15. 15. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS CPMS Goals: Speed, Efficiency, Transparency, Standardization (SETS) • Shorten credit proposal turn time • Global standardization for process and data • Controlled, auditable process • Role based security model • Ease of use • Delegation model for administrative tasks • Integration of North American Credit Shell © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 15
  16. 16. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology background • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 16
  17. 17. Turning IT into a Service BLUESCREEN IT Business Value: Delivery of Services To counter business threats resulting from a tactical IT perspective like cost explosion, functional failure or design mismatch, IT should be valued by its deliverable: Service. Measuring service delivery against business goals provides insight on quality, cost and required improvements. To enable this, IT infrastructure, IT management processes and business processes should be viewed from an integrated service delivery perspective. © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 17
  18. 18. Turning IT into a Service BLUESCREEN IT as Service: Definition Deliver as Service User and Customer IT Infrastructure IT Management Business & Applications Processes Processes Must enable IT services Must monitor and Must provide service to delivery manage IT service customer and user © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 18
  19. 19. Turning IT into a Service BLUESCREEN IT as Service: Requirements Reduce Complexities User and Customer BPM J2EE ITIL IT Management Business IT Infrastructure Processes Processes Standardize IT Implement common ITM Apply Integration Architecture Process Model Methods © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 19
  20. 20. Turning IT into a Service BLUESCREEN Standardized IT Architecture: J2EE • The J2EE (Java 2 Enterprise Edition) platform enables service implementation based on a unified, industry strength architecture. • J2EE, designed for modularity, scalability, availability and system integration is a state-of-the-art, proven architecture. • The complexity of the J2EE architecture reflects the requirements of the complex networked business environment. • Our Methodic Software Development Framework manages the complexity of J2EE enterprise software development. © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 20
  21. 21. Turning IT into a Service BLUESCREEN The ITIL (IT Infrastructure Library) Model Developed in the nineteen eighties by the OGC, the British Office of Government Commerce and since 1995 maintained by EXIN, the Dutch National Exam Institute for Informatics. Implementation Plan for Service Management Technology Service Management Business Service ICT Infra- Structure Business Support Management Perspective Service Delivery Security Management Application Management Source: OGC/EXIN © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 21
  22. 22. Turning IT into a Service BLUESCREEN Analysts about business logic “Coding business logic is not a viable option in dynamic environments. Organizations must invest in technologies and infrastructures that can automate and optimize processes strategically.” - Andrew Warzecha, Meta Group © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 22
  23. 23. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology background • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 23
  24. 24. Turning IT into a Service BLUESCREEN IT as Service: Our Model Methodic_SDF: Structured Development Methods User and Customer BPM J2EE ITIL IT Management Business IT Infrastructure Processes Processes JMethods: ITMethods: XMethods: J2EE Components ITM Services & XML Process Integration & Patterns Interfaces & Rules © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 24
  25. 25. Turning IT into a Service BLUESCREEN JMethods, ITMethods, XMethods Structured Development Methods JMethods: ITMethods XMethods Pure J2EE compliance ITIL conform well defined • XML enables extensible Components and patterns: processes for: structuring of information User and Customer Datamanagement • XML is a light-weight text format • Connectors • Specification which can be processed in any • Data providers • Development environment, human and machine • Business Beans • Test readable UI • Redesign • XML is a W3C standard • Forms • XML modeling provides flexibility • Views AND speed • Charts • Reports Schema for Specification: Processes • Data • Services • Forms • Events • Processes • Activities • Configuration • Roles • Generation Deployment (specifics) IT Management Business IT Infrastructure Processes Processes © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 25
  26. 26. Turning IT into a Service BLUESCREEN Methodic_SDF Software Development Framework Business Process Innovation Business Process Analyze Define Implement ORGANI- DATA PROCESS SATION XML PROVISION XMethods Methodic X Methods Generate ITMethods DATA VIEWS PROCESSING RIGHTS NAVIGATION Methodic J & IT Methods Generate JMethods EJB Servlets Java Beans JSP SQL J2EE Platform DIRECTORY J2EE Application Server RDBMS Legacy RUNTIME ENVIRONMENT © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 26
  27. 27. Turning IT into a Service BLUESCREEN Methodic_SDF fills the business logic gap ARIS, BPML, BPL et Al.: MethodicRules XSpec XML Modeler import specification layer HTML, Java, & JSP Wizards: UI Components, GUI 70% Automated / 30% Manual Dreamweaver, JBuilder, Methodic_SDF VA Java, Vignette, Vis Cafe… presentation layer Process Design, Management, & Execution: 97% Automated / 3% Manual Methodic_SDF process layer Automation of Business Transactions: 100% Automated / 0% Manual Methodic_SDF service layer Enforcement of Business Logic Across Data Sources: 100% Automated / 0% Manual Methodic_SDF data logic layer Integration & EAI Vendors: Data persistency: integration layer 100% Automated / 0% Manual Methodic_SDF WebMethods, Mercator, Vitria, Tibco, IBM… Integration layer Enterprise Application: SAP, back office value chain PeopleSoft, Siebel, home-grown solutions… © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 27
  28. 28. Turning IT into a Service BLUESCREEN Methods based BPM Process Consolidation & Aggregation Process Design: Usability, UI, Time Codegeneration and Usability, UI Definition of Process Criteria: Operational Goals and Service Levels Defined Criteria and Methods of Testing Technical and Usabilty tests Initiation of Business Process Flexibility and speed based on 5 Phases BP Data Aggregation © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 28
  29. 29. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology backgrounds • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 29
  30. 30. Turning IT into a Service BLUESCREEN impressions • Workspace © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 30
  31. 31. Turning IT into a Service BLUESCREEN impressions • Credit facility interface © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 31
  32. 32. Turning IT into a Service BLUESCREEN impressions • User Profile Administration © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 32
  33. 33. Turning IT into a Service BLUESCREEN impressions • Reporting filters © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 33
  34. 34. Turning IT into a Service BLUESCREEN impressions • Embedded tutorial © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 34
  35. 35. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS • CPMS Description & History • DCS Business considerations • DCS BPM Context • CPMS Goals • Technology backgrounds • Implementation • CPMS Impressions • CPMS Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 35
  36. 36. Turning IT into a Service BLUESCREEN DaimlerChrysler Services AG Credit Proposal Management System CPMS Jan Feb Mar Apr May Jun Jul Aug Sep Nov Okt Dec Business Analysis / Business Concept / UI Prototyping Review of Prototyping Results / Business Descision / Contract finalization System Development / Infrastructure verification T Setup of Support Processes (Change Management, Release Management, User Support, Back-Up) Test / Pilot phase Pilot Review / Implementation of Change Requests Go Live © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 36
  37. 37. Turning IT into a Service BLUESCREEN CPMS Project Experience © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 37
  38. 38. Turning IT into a Service BLUESCREEN Thank you! Do you have questions? Contact BlueScreen Beratungsgesellschaft mbH Pfuelstraße 5 10997 Berlin Germany +49 30 695 379 10 Fax +49 30 695 378 29 info@bs-berlin.de www.bs-berlin.de Gertjan Rooijakkers IT Strategy - Business development © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 38
  39. 39. Turning IT into a Service BLUESCREEN About us Since its founding 1999 BlueScreen is driving the business value of IT. BlueScreen, headquartered in Berlin, consults on, plans and delivers high quality customer specific software. Focused on providing to corporate customers a suite of ITIL best practises solutions and implementing on a reference XML-J2EE software development framework, BlueScreen leverages the strengths of the J2EE platform for IT and BP management: Turning IT into a Service. Customers: Schering AG (IT Project Portfolio, IT Balanced Scorecard, IT Inventory, Project Management System, Global Quality Assurance System) DaimlerChrysler Services AG (Credit Proposal Management System) twenty4help AG (Portal Project, join4help, Sales Force Automation, Incident anagement) © BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 39

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