BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
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A practical approach to introducing BPM into the EnterpriseJamie Raut & Rob Reti
11/5/2007 11:41:40 AM 2
Speaker Introductions
• Robert RetiPrincipal Consultant, Strategic Services, Consulting Group
Senior Business Architect. 9+ years with CSC, CSC Index and The Kalchas Group. BPM advocate since 2000. Initial collaborator with Howard Smith on BPM. Member of BPMI.org and BPMABA. Co-creator of CSC BPR:CI (Continuous Improvement) methodology. Extensive Business Strategy experience.
• Jamie RautSenior Consultant, San Francisco Delivery Services, Consulting Group
Technical Designer. 4+ years with CSC Consulting and CSC Australia. BPMABA participant. Application Architect and Developer specializing in J2EE and e4
technologies. Member of the original e3 group in CSC Australia.
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Presentation Overview
• BPM/BPR Definitions
– Technology and Business
– CSC Approach
• BPM/BPR Methodology in Action
– Case study
• Questions
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An enterprise is only… “a bundle of Business Processes being influenced by and utilizing a range of Assets”
The Business Process is the BusinessThe Business Process is the Business
Business
Processes
Planning• Corporate• Growth
• Sales
• Segments
• Costs
Tangible• People
• Equipment
• Facilities
Intangible• Int. Property
• Brand
Internal• Employees
• The Board
External• Customers
• Partners
CRMCRM
ERPERP
CIMCIM
SCMSCM
MRPMRP
KMKM
EISEIS
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1. Business Led• Designed by process owners• Processes designed in business terms • IT support to realize
2. Flexible• Long-lived, complex processes • Covers automated, human and hybrid
activities• Multiple processes on one BPMS• Open process description languages• IT Architecture is process-driven
3. Agile• Near real-time process editing• Technology abstracted from business
processes• Process as executable code
Process Owner(s)/ User(s)
BPM Process Design Tools
IT Infrastructure
Data
Applications & Tools
Middleware
Connectors
B P
M
Co
nc
ep
tua
l O
ve
rvie
w
Business Process Management (BPM) is key to the next generation process transformationBusiness Process Management (BPM) is key to the next generation process transformation
BPM technologies offer a platform for business-led process improvement with unprecedented flexibility and agility
Business Process Layer
Business Process
AA
BB
High Level Logic/Rules
BPMSProcess
Orchestration
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Process redesign should be driven by strategy, embedded in the operating model and enabled through BPM technology
• How well is Comm Credit info and knowledge shared with other groups (e.g. retail/private) regarding other products?
• How intrusive is the cross-sell, up-sell activity and is it focused on valuable, relevant products?
• How well can customer make changes to their products?
• How much self service is possible with what safeguards to privacy and error-avoidance?
• What interfaces exist for making what kind of adjustments?
• How well can customers see their products with what degree of customization?
• How real-time is the monitoring info and can it be self serviced?
• How well does monitoring lead to adjustment if required?
• How straightforward/simple is the origination process?
• How many return requests for information are required?
• What is expended and elapsed cycle times to key decision points?
Customer
1111
• End-to-end, process-centric view
• Op model aligned to strategic goals
• Evolving capabilities can impact
strategic objectives
Operating Model
Culture
and Norms
Org and
Skills
Mgmt
Systems
Information
and IT
Core
Processes
2222
• BPM provides IT backbone for new
and existing functionality
• New functionality can inform
processes
Enablement Design
3333
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CSC BPR:CI Methodology
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A BPM based approach to BPR enables a very rapid parallel and iterative discover, design, develop and deploy cycle
Vision
P R
O C
E S
S
BU
SIN
ES
S
6. Operate• Manage and control
executing processes
7. Optimize• Activity Monitoring for
ongoing analysis and
improvement
• Processes can be simulated, automated and deployed on BPMS
• Iterative, parallel development approach
• Faster deployment than traditional waterfall
5. Execute
T E
C
H
N
O
L
O
G
Y
Parallel/iterative BPM development achieves superior results in less time than traditional approachesParallel/iterative BPM development achieves superior results in less time than traditional approaches