ECM BPM Strategy With Enterprise Architecture Maturity Model

Enterprise Content and Business Process Management

Developing an ECM/BPM architecture

David M ChampeauFeb 2008

The Operating ModelCoordination

Model Organic: stream of product

innovations easily made available to existing customers using existing integrated channels

Acquisition: can acquire new customers for existing products but must integrate data

Diversification Model

Organic: small business units may feed core business; company grows through business unit growth

Acquisition: unlimited opportunities; must ensure shareholder value

Unification Model Organic: leverage economies of

scale by introducing existing products/services in new markets; grow product line incrementally

Acquisition: can acquire competitors to leverage existing foundation; must rip and replace infrastructure

Replication Organic: replicate best practices in

new markets; innovations extended globally

Acquisition: can acquire competitors to extend market reach; must rip and replace

Business process standardization

Low High

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Operating Model ExamplesCoordination Model

MetLife

Diversification Model Carlson Companies

Unification Model Delta Airlines

Replication Model ING Direct

Characteristics of Four Operating ModelsCoordination

Shared customers, products or suppliers Impact on other business unit transactions Operationally unique business units or functions Autonomous business management Business unit control over business process design Shared customer/supplier/product data Consensus processes for designing IT infrastructure services; IT application decisions made in

the business units

Coordination Model ExampleMerrill Lynch Global Private Client

Single face to customer through multiple channels Customer transactions are independent, but product data is shared Individual financial advisors own their customer relationships Financial advisors customize their interactions with customers Financial advisors in 630 offices exercise local autonomy within bounds of their

responsibilities Total Merrill platform provides shared access to technology and data IT organization provides central technology standards

Goals Seamless access to shared data All things to some people Integrated but not standardized product lines and functions Built to enhance customer service

Enterprise Architecture vs IT ArchitectureEnterprise Architecture

Organizing logic for business process and IT infrastructure reflecting the integration and standardization requirements of the companies operating model

Identify the processes, data, technologies and customer interfaces that take the operating model from vision to reality

IT Architecture Business process architecture (tasks) Data or information architecture Application architecture Infrastructure and standards

Understand Where You Are and Where You Want to GoUndertand that you must go through certain

phases as a companyIt takes a team effortEverything revolves around the businessIT needs to learn the business before offering

solutions

Phases of Architecture Maturity

BusinessSilos

StandardizedTechnologies

OptimizedCore

BusinessModularity

You are here

Some of your competitors are here

Phase 1 Phase 2 Phase 4Phase 3

Building a team3 areas of knowledge are required

BusinessTechnologyProcess

CM and BPM enterprise modelScan

Fax

PDF

XML

ContentRepositor

y

BP1

BP2

BP4

BP3

ContentRepositor

y

Rpts

XML

DB

PDF

email

CM and BPM enterprise modelCM and BPM enterprise modelScan

Fax

PDF

XML

ContentRepositor

y

BP1

BP2

BP4

BP3

ContentRepositor

y

Rpts

XML

DB

PDF

ContentEngine

ProcessEngine

ApplEngine

RulesEngine

WebServices

AdminSystems

Content Repositories

email

Insurance Business ModelCase managementCase - a specific occurrence or matter

requiring discussion, investigation and decision

A Case contains one-to-many object relationshipsClaim can relate to multiple policies and

accountsAddress change can affect multiple accounts

A Case is a work-in-process folder

Where to StartCurrent State diagramTarget State diagramIdentify the gaps (gap analysis)Each future project must contribute

something to the Enterprise Architecture

Next Step – Standardized TechnologiesUnderstand the Business VisionMoving from Business Silos to Standardized

Technologies requires some hard decisionsUnderstand that we are making business

decisionsIdentify requirements for the technologies

Technology Business Requirements in CM and BPMHow do we decide on which company(s) is

best positioned to provide strategic technologies?One place to start is the stock prices

Example - Stock price of Tibco

Stock price of IBM

Enterprise CM and BPM RequirementsIntegrated product suitePerformanceScalabilityCentralized and DistributedIntegration with other technologiesComplete content federation

Integrated Product SuiteContent ManagementBusiness Process ManagementRecords ManagementEmail ManagementWeb Content ManagementApplication Development Frameworks (BPF)Component Plug-in capability

Why an integrated product suite?Why not mix and match pieces from many

companies?Too much time wasted trying to figure out

how the pieces fit togetherPerfection does not existBegin today implementing a platform that

does 80%This will free up resources to deal with the

other 20%

PerformanceFederated content repositories need high-

performance content enginesAbility to cache images around the enterprise

ScalableHorizontally

Build up the core enginesVertically

Distribute enginesStandardized server platform

Integration with other technologiesLDAPRules enginesWeb servicesOn-DemandSharepoint connectivity

Expanding the visionProcess AnalysisProcess SimulationRecords ManagementRecords CrawlerElectronic FormsSystem MonitoringProcess modeling tools