11 Habits of Highly Successful BPM Programs

1. 11 Habits of Highly Successful BPM Programs George Chast IBM Sales Executive Business Process and Decision Management

3. Levels of BPM Success What Habits will help an organization move up these levels?

4. Successful Projects/ Delivery

5. Habit #1Prove business value first • Don’t forget the focus should be on business value • Be willing to make trade-offs for the first release

6. Iterative Implementation Methodology Weeks 11 to 12 Week 13 Week 1 Weeks 2-3 Weeks 4 to 10 Go Live Mapping Definition Infrastructure Configuration Infrastructure Deployment Training/ Mentoring Development Test

7. Habit #2Make BPM about Productivity AND Visibility • Metrics, KPI’s and SLA’s should be part of the DEFINE Phase • Don’t scope OUT metrics • Remember visibility is critical to IMPROVEMENT

8. How are our customers using BPM? Tracking Metrics Alerts VISIBILITY Cross-functional Event-based Intra-organization AUTOMATION/ORCHESTRATION Functionally-centric Workflow/People-intensive Inter-organization Workflow/Routing Coaches/UI Escalations/Notifications

9. Habit #3Never “One and Done” • Iterative Approach….. Continuous Process Improvement • Phases 2,3 or Versions 2,3 will always happen • Trade-offs (but don’t trade-off the metrics!)

10. BPM Accelerates Better Business Outcomes Range of traditional outcomes Traditional build programs Complex tooling IT-centric development Big-bang deployment Program initiation 6 Month 0 12 18 24 30 Month 36

11. BPM Accelerates Better Business Outcomes $ $ $ $ $ BPM build programs Model-driven tooling Integrated development Iterative deployment Targeted outcome Program initiation Plus: Faster cash returns 6 12 Month 0 18 24 30 Month 36

12. Habit #4Don’t Skip Process Analysis • Requirements documents are not process analysis • Don’t over-do the initial requirements (Define) phase • Include Process Analysis skills on your team early

13. Process Analysis Illuminates the End-to-End Process What is the data needed at different points? What is the velocity that we need in this process? How quickly must the turnaround time be? Where are the issues with meeting this requirement? Process Analysis is designed to help you… Understand the main problem areas in the current process Analyze specific business processes Formulate a roadmap for recommended improvements

14. Habit #5Take the Time to Deliver Value • A project longer than 90 days is not a failure • Self-sufficiency can extend project time-lines • Timelines can depend on the sophistication of the process

15. Growing BPM Team Competency Successful Projects/ Delivery

16. Habit #6Build a complete team • Java (or .Net) developers aren’t all you need • Have the right mix of resources on the team • Identify good pools of talent for BPM developers

17. IBM BPM Roles – Project Scale BPM Analyst BPM Designer Integration Designer Process Improvement Expert BPM Expert IT/Technical Expert Supporting Roles:

18. Habit #7Make self-sufficiency a priority • Don’t allocate partial human beings • Make sure all of the right skills are represented • Don’t mix self-sufficiency with tight deadlines

19. Education is a Key to Self Sufficiency Missing or insufficient skills can lead to slow adoption, lost value … or complete failure Recommendations: TechnicalArchitects BPM ProgramManager(s) • Role-oriented training vs. “one size fits all” • Ongoing training & testing at multiple maturity levels • Mentoring to learn application of skills Level 3 Level 2 BPM Analysts BPM Developers Level 1 BPM Administrator(s)

20. Leveraging BPM Across the Enterprise Growing BPM Team Competency Successful Projects/ Delivery

21. Habit #8 Fund to value … not first release • BPM is about Continuous Process Improvement • BPM should be programmatic (programs spanning projects/LOBs) • Funding model should contemplate Projects and the Program

22. Tying BPM to Corporate Strategy ABC Master Sched. Merger with X Greenlight one: Financing Distressed Shipments Global Initiative The 1 Year Movie Receivables Global X – Order to Delivery Common- ality Hub BPM Pipeline (Executive Review) • Increasing level of process definition at each stage • Steering Committee approval promotes projects from stage to stage Corporate Strategies Corporate Initiatives BPM Process Analysis BPM Proofs of Concept BPM Projects BPM Deployments Deployed and Measured BPM Process (IBM Business Process Manager) Executable BPM Process Application (IBM Business Process Manager) Demonstratable BPM Process (IBM Business Process Manager) Process Decomposition (Blueworks Live) Initiatives “Optimized Global Cycle Plan “ Strategy “xx% Throughput Improvement by 20YY” “Decrease Cycle Time to xx months by 20YY” • Hi Level Business Case • Operations Buy-in • SLA’s • Process Roles • Team Members • Integration Points Identified • Development Cost Estimates • Detailed Costs and Benefits • Process Metrics and Scoreboards • Legacy Integration • Fully Costed Deployment Plan • Tracked Business Performance • In-Process Application • Real Time Process Measurement • Process Simulation and Optimization • Ongoing Process Improvement • Value Proposition • Organizational Stakeholders • Systems • KPI’s • Key Error States • Process Priority Business Planning BPM Planning & Execution

23. Habit #9 Force collaboration • Consider carefully for the first project • Co-locate team members from business and IT • Leverage the Playbacks

24. “Playbacks” Drive Engagement Process Developers Call Center Managers VP, Pharmacy Operations Confidential

25. Habit #10 Establish the owners • Processes are business-owned • BPM is the discipline/program • BPMS is the enabling technology

26. Habit #11 Market your work • Create regular internal communication about progress • Use videos, wikis, portals to “show off” new processes • BPMS is the enabling technology

27. 11 Habits That Drive BPM Success