1 / 37

11 Habits for Highly Successful BPM Programs

BPM 11 Habits, IBM BPM Overview and Demonstration Bill.Hahn@us.ibm.com Sr. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist http://IBMBPMDemos.com for more information and resources. 11 Habits for Highly Successful BPM Programs. “. BPM allows us to

madison
Download Presentation

11 Habits for Highly Successful BPM Programs

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. BPM 11 Habits, IBM BPM Overview and DemonstrationBill.Hahn@us.ibm.comSr. Consulting BPM Solution ArchitectOpen Group Master Certified SW IT Specialisthttp://IBMBPMDemos.comfor more information and resources

  2. 11 Habits for Highly Successful BPM Programs

  3. “ BPM allows us to focus on our most critical business priorities first. ” — Eric Keller, CIO, Sirva Keynote Presentation, Driven Online 2009.

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

  5. Successful Projects/ Delivery

  6. 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

  7. 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 Iterative Implementation Methodology Development Test

  8. 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

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

  10. 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!)

  11. Range of traditional outcomes BPM Accelerates Better Business Outcomes Traditional build programs Complex tooling IT-centric development Big-bang deployment Program initiation Month 0 6 12 24 36 48 Month 60

  12. $ $ $ $ $ BPM Accelerates Better Business Outcomes BPM build programs Model-driven tooling Integrated development Iterative deployment Targeted outcome Program initiation Plus: Faster cash returns Month 0 6 12 24 36 48 Month 60

  13. 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

  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 be dependent upon the sophistication of the process

  15. Growing BPM Team Competency Successful Projects/ Delivery

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

  17. IBM BPM Roles – Project Scale 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. 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 Tying BPM to Corporate Strategy 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 (WebSphere Lombardi) Executable BPM Process Application(WebSphere Lombardi) Demonstratable BPM Process (WebSphere Lombardi) Process Decomposition (IBM Blueprint) Initiatives “Optimized Global Cycle Plan “ • Tracked Business Performance • In-Process Application • Real Time Process Measurement • Process Simulation and Optimization • Ongoing Process Improvement Strategy “xx% Throughput Improvement by 20YY” “Decrease Cycle Time to xx months by 20YY” • Detailed Costs and Benefits • Process Metrics and Scoreboards • Legacy Integration • Fully Costed Deployment Plan • Hi Level Business Case • Operations Buy-in • SLA’s • Process Roles • Team Members • Integration Points Identified • Development Cost Estimates • Value Proposition • Organizational Stakeholders • Systems • KPI’s • Key Error States • Process Priority Business Planning BPM Planning & Execution

  23. External Processes Participants Internal Back Office Front Office Productivity Target BPM Opportunity Landscape Operational Processes Customer Facing Processes • Product Sales • Dispute Resolution • Loan Due Diligence • Compliance • New Hire On-Boarding • IT Services Catalog • Under-Writing • Product Setup

  24. Business Process Management Project Name Project 1 Project 2 Project 3 Project Qualification Project Benefits 30% 3.85 0.00 0.00 Compliance Requirements 35% 2.50 0.00 0.00 Process Management Maturity 20% 4.75 2.75 0.00 Project Size & Complexity 10% 3.00 0.40 0.00 Project Implementation Readiness 5% 4.00 4.05 0.00 Overall Project Score (weighted) 100% 0.00 0.79 0.00 Prioritization Matrix

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

  26. Playbacks Drive Engagement Confidential

  27. VP, Pharmacy Operations Process Developers Call Center Managers

  28. “The Picture Is The Process”

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

  30. 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

  31. 11 Habits That Drive BPM Success • Make Projects/Delivery Successful • Prove business value first • Make BPM about Productivity AND Visibility • Never “One and Done” • Don’t Skip Process Analysis • Take the Time to Deliver Value • Grow the BPM Team Competency • Build a complete team • Make self-sufficiency a priority • Leveraging BPM Across the Enterprise • Fund to Value…. not first release • Force collaboration • Establish the owners • Market your work

  32. So what’s next?

  33. BPM Developer Integration Developer Manager Worker Administrator BPM Roles-based Development – Rapid, Agile and Iterative Process Portal Process Portal Admin Console UI Screen Flow Coaches Scoreboards Process Designer Execute BlueworksLive.com • Collaborative platform • Iterative, shortened development cycle • What you model IS what is executed! • Single, Shared process model • Lower technical effort (less time, cost, risk) • Simplicity with Sophistication(Attractive to BOTH Business and IT) Process Modeler BPM Shared ModelProcess Center Process Optimizer Optimize Design Process Designer Integration Designer Process Inspector Business Analyst

  34. IBM BPM In Action Simplicitywith Sophistication: “Business friendly while IT Savvy” Powerwith Integration Middleware Visibilityfor Business Stakeholders: Dashboards, reports and more Governancethroughout Design-time and Runtime Discover Implement Optimize

  35. IBM Business Process Mgr v7.5 Process Portal Process Optimizer http://BlueworksLive.com Process CenterShared Model Process Designer The simplest way to get started with BPMProcess Discovery“Modeling for Documentation” The quickest way to deliver robust process applicationsProcess Implementation“Modeling for Execution”

  36. Links to Your Next Steps…IBM BPM Delivery CapabilitiesIncluding Education and Enablement Services BPM Process Discovery & Modeling in the Cloud • Blueprint Process Modeling for inventory & mapping • Knowledge sharing & collaboration • Process analysis & prioritization • http://BlueworksLive.com Demos & Free Cloud Test-drive • BPM Process Modeling & Implementation • Rapid process application development • Continuous process improvement • BPM program management • http://IBMBPMDemos.com • Education, Enablement and on-demand Services • Quick Win Pilots • Role-based education & mentoring • Expert Services when and where they’re needed • http://www.ibm.com/developerworks/websphere/services/ Confidential

More Related