Phil Gilbert BPM

1. BPM Best Practices HighlightsBased on over a decade of BPM Services EngagementsBill.Hahn@us.ibm.comSr. Consulting BPM Solution ArchitectOpen Group Master Certified SW IT Specialisthttp://IBMBPMDemos.comfor more information and resources Phil Gilbert BPM Phil Gilbert DM Worksafe Video Banco Video IBMBPMDemos.com

2. Frequently Asked Questions • What makes BPM different? • What happens after my first project? • What does that mean for resources? • How can IBM help ensure our success with BPM?

3. BPM Defined • An integrated approach to aligning the key activities of an organization into processes you can consistently measure to optimize value to your organization and its end customers. Integrated Processes • Align people & tasks to valuable outcomes • End-to-end vs. silo • Cross-functional • Technology + methodology • Compresses cycle time for process lifecycle • Enabled by BPMS platform Measure Optimize • Enhance process to maximize business value • Identify & remove bottlenecks • Eliminate non-value-add activities • High visibility into performance of process & people • Metrics that are meaningful to the business • Quantify impact of process improvements

4. BPM Process Improvement Requires A “Third Way” Process-improvement requirements are likely to be unique, which favors build rather than buy. And, the timeframes and costs of both are often not compatible with process improvement. So, a ‘third way’ is required. Flexibility Build “Third Way” + + - - Customized Unique High TCO IT bandwidth Buy + + - - - Reduced time Initial Cost Standard Feature set Reliance on vendor Response to Change Low cost/time

5. 6 3 1 5 4 2 Typical process problems Customer Service Finance and Ops • Unstructured Tasks and Communication (ex Paper or email) • Inefficient Working Environment Spans Systems • Inconsistent Prioritization • Incomplete or Inaccurate Data Flow Between Systems • Lack of Control Over System and Business Events (Exceptions) • Poor Visibility Into Process Performance 1 Account Administration Executive Management 2 3 Invoice Reconciliation Teams 4 5 6

6. BusinessRules BPM brings order to the chaos • Automate workflow & decision making • Reduce errors and improve consistency • Standardize resolution across geographies • Leverage existing systems and data • Monitor for business events and initiate actions • Real-time visibility and process control • Customer Benefits: • Huge Reduction in Manual Work, Errors • Faster, More Consistent Issue Resolution • Metrics, measurements, visibility and business-friendly reports • Rapid, Agile and Iterative process improvements 1 Finance and Ops 2 Account Administration Invoice Reconciliation Team 3 Executive Management Customer Service 4 5 6

7. The essential BPM capabilities • Modeling • Monitoring • Automation • Governance • Optimization • Rules • Business Data • Documents • Events • Integration • Collaboration • Analytics Customer Service Executive Management Finance and Ops Account Administration Risk ManagementTeams

8. Process Portal Process Coaches Process Inspector Process ScoreBoards Service Modeler Worker Manager Developer Process Modeler Process Optimizer Business Analyst Business Analyst Systems Events Shared Model Architecture – Roles Based – Simplicity with Sophistication Shared Model

9. ?? “Bucket Brigade” ?? In synch? Version 1 Version 2 What gets deployed … Conventional Approach to App Development Biz Logic Developer Business Analyst UI Developer “Visio-like” Business Rules Event Monitoring Modeling Simulation Human Interfaces Workflow Developer Report Writer Analytics Metrics Data Management System Integration Workflow Managing CODE … instead of PROCESS

10. Traditional Solution Approaches Process Improvement Disciplines (i.e. Six Sigma) No Integrated Process Measurement Platform Define, Measure, Analyze Improve Control No Integrated Operational Control Implementation Highly Variable High Investment – Low Leverage Solution Development Lifecycle Analysis, Plan, Design Code (Buy vs. Build) Deploy, Maintain No Systematic Operational Control System Focus vs. People Focus Functional Focus vs. Process Focus

11. BPM Solution Lifecycle BPM Solution Stages Define Implement Operate Measure Manage BPM Solution Define Implement • Collaborate across functional boundaries to understand the complete value chain. • Communicate business requirements in simple format. • Direct translation into implementation requirements. • Get better requirements faster. • Iteratively validate business needs through all stages of solution implementation. • Integrate control over manual and adhoc tasks. • Cost effectively leverage existing technology assets. • Implement end-to-end improvements faster. Operate Measure • Real-time measurement of service level and business productivity goal attainment. • Built-in analysis of historical process trends and simulated impacts of proposed changes. • Align improvements around quantifiable impact business process performance. • Built-in visibility to current process status and resource utilization. • Standardize work management practices within and across functional teams. • Standardize control over your business operating model. Manage • Establish roadmap/vision for the process. • Establish phased releases of solution functionality. • Align effort and resource priorities with business value. • Accelerate realization of business value.

12. BPM is Iterative Possible Scope Rel 3 Rel 4 Rel 1 Rel 2 Rel 5 Range of Traditional Outcomes Traditional build programs: Complex tooling IT-centric development Big-bang deployment Desired Outcome Functionality Complexity Completeness Project Initiation Time

13. BPM Reduces Risk Targeted BPM Outcome BPM build programs: Model-driven tooling Collaborative development Iterative deployment $ Functionality Complexity Completeness $ $ $ $ Plus: Faster cash returns Project Initiation Time

14. 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 Execute Process Designer 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 Optimize Design Process Optimizer Process Designer Integration Designer Process Inspector Business Analyst PD Collab Social OF OF BPD XL SnapDesign iS1 Coach BFS Sandbox Portal Optimizer bw bpm e2e Designer ILOG S bwl s ProcRulesEv bwl m BPM 75 Adv Integration BW Collab ILOG 1 OF Full BFS BD Search Social Hir iS2 QS BFS Snap Depl 2 WODM BPM75 a BW>PD S Process Designer Process Portal OF Optimization BW>PD L ILOG 2

15. IBM BPM In Action http://IBMBPMDemos.com • 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

16. 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”

17. Usually 10-16 Weeks Duration Proven process implementation methodology Milestone-based Well-defined deliverables Checkpoints ensure that objectives met Process v1 Implementation Overview Development Test Definition Live Milestones Analysis Playback 1 Playback 2 Playback 3 Validation Agreement on Project Scope and Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Validation and User Acceptance Checkpoints

18. Build YOUR Capability on YOUR ProjectIBM BPM Enablement Services Development Test Definition Live Milestones Playback 0 Playback 1 Playback 2 Playback 3 Validation Agreement on Project Scope and Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Validation and User Acceptance Checkpoints • EDUCATE • Role-based Foundation Education for the entire team • Project/Program Manager • Analyst • Developer • Admin • Install the software based upon desired environment and redundancy • Single-instance • High-availability • IMMERSE • Project team Mentoring in the context of YOUR project • Defined curriculum ensures coverage of critical topics • Just-in-time assistance post-mentoring and for infrastructure and integration needs • Joint-delivery as needed based upon project complexity and deadlines • RE-INFORCE • On-Demand assistance for project team • How-to questions • Process Reviews • Upgrade Assistance • Infrastructure Assistance • Design Reviews • Toolkit assistance and support • Detailed Solution reviews as needed • Infrastructure assistance for growth and scale

19. Representative Implementation Plan Implement Define Live Playback 2 Analysis Playback 1 Test Playback 3 Agreement on Project Scope and Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Acceptance • Define Business Problems • Develop Project Charter • Estimate Project • Refine Project Estimates • Program Management • Program Management • Program Management BPM Program Manager BPM Analyst BPM Developer(s) (Process) BPM Developer(s) (Integrations) Infrastructure Specialist • Define Business Case • Identify Key Metrics • Model “as-is” and “to-be” process • Capture key problems • Develop primary use cases • Activity Breakdown • Estimate Tasks, Timing • Model Initial Process Flow • Create UI Placeholders • Task Routing • Report Mock-Ups • Refine Process Flow • Detailed UI Implementation • Model Business Data • Configure Portal • Implement Exception Handling • Complete UIs • User Acceptance Testing • Create Test Playbook • Prod Support • Identify Integrations • Stub Integration Points • Initial Integrations • Data Manipulation / Transformations • Complete Integrations • Implement Complex UIs • Skin UIs • Integration Tests • Performance Test • Promotions to test and prod • Prod Support • Product Installation • Product Configuration • Production Env Setup • Production Config / Tuning • Deployment • Test

20. BPM Projects from Inception to Production in ~90 Days • BPM Analysts (1) • Engagement Manager (1) • Infrastructure Specialists (1) Roles • Add Technical Architect (1) • + Infrastructure Specialists (1) • Add BPM Developers (2) Weeks 2-3 Weeks 4 to 10 Weeks 11 to 12 Week 13 Week 1 Discovery Detailed Requirements Iterative Development with frequent Playbacks Test Go Live Agreement on Project Scope & Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Validation and User Acceptance Checkpoints • PLAYBACK 0 • “Define the Process” • As-Is and To-Be Process Maps • User Stories • Problems and Pain Points • KPIs/Metrics/SLAs • Opportunities for Improvement • Process Triage • Process Charter and ROI • PLAYBACK 1 Series • “Build the Process” • Author the Business Process Model • Define the Roles / Participants • Define the Data Elements / Variables • Configure the Screens • Model the Rules across the Screens and Model • PLAYBACK 2 Series • “Connect into the Infrastructure” • Data Flow Through • Other Systems of Record • SMTP • Data Warehouse • LDAP / SSO • EAI • PLAYBACK 3 Series • “Refine the Delivery” • Model Corner Cases • Expanded Search Capabilities • Build Metrics and Performance Reports (Tuning and Measurement) • Other types of Processing Automation • Feedback from Playbacks Playbacks = Running the process for an audience of 1+. The main playbacks are for sign-offs of the whole Business+IT team. There are more frequent playbacks, daily/weekly etc., for smaller audiences throughout the project.

21. Representative Process Implementations This information reflects representative IBM-Delivered engagements and should be used to understand what increases/decreases the complexity of an engagement.

22. Sample Best Practices Aspect Failure Mode Best Practice Definition Definition Organization Skipped Process Definition entirely, started with functional requirements Unrealistic expectations, pushing too much scope in available time Decision by committee (no clear decision maker) Establish BPM analysis as its own recognized discipline Establish a risk-averse delivery timeline, starting with pilots and eventually expanding Define and communicate a clear decision-making process Alignment Absence of higher-level strategic goals against which to tie projects, misalignment Ensure justification of each feature and function in the business case

23. Involve the Business

24. Frequently Asked Questions • What makes BPM different? • What happens after my first project? • What does that mean for resources? • How can IBM help ensure our success with BPM?

25. Navigating Your BPM Journey Validate Adopt Transform Talent Maturity

26. BPM Drives Shift to a Process-Driven Culture Based on: Building a Business Process Improvement Roadmap, Janelle Hill - Gartner, 2007.

27. BPM Program Measure Operate Define Implement

28. BPM Program Key Benefits

29. BPM Program Critical Success Factors

30. Recommended BPM Program Roles BPM Leadership Teams: BPM Solution Teams: BPM Platform and Support Team:

31. BPM Program Role Descriptions

32. IBM BPM Roles – Project Scale Process Improvement Expert IBM BPM Expert IT/Technical Expert Supporting Roles: 32

33. IBM BPM Roles - Enterprise Scale Process Improvement Expert IBM BPM Expert IT/Technical Expert Supporting Roles: 33

34. BPM Project Role Descriptions

35. BPM Project Role Descriptions (continued)

36. BPM Project and Program Critical Success Factors Focus on Delivering Business Value Consider readiness, complexity and impact to the business in selecting BPM opportunities Establish a clear understanding of the business value (ROI) expected Prioritize requirements based on impact to the business objectives Deliver Value in Manageable Pieces (Don’t Boil the Ocean) Consider Readiness (Business and IT) for BPM Consider Organizational Adoption (Absorbency / Training) Consider Organizational learning that will feed back into Requirements Leverage an Iterative Approach Breakout the delivery into functional components that can be ‘played back’ to the users Leverage/Incorporate the feedback from the user community to better align the delivery Maintain open communication and transparency to drive home an ‘on-target’ delivery Establish a Roadmap to Consistently Deliver Value Prioritize the High Value Problems and address those first Create a Roadmap that delivers value consistently, and in short cycles Assign a Process Owner / Roadmap Owner 36 36

37. Frequently Asked Questions • What makes BPM different? • What happens after my first project? • What does that mean for resources? • How can IBM help ensure our success with BPM?

38. The BPM Journey Validate Adopt Transform RISK Try it on your own Talent Partner with IBM TALENT GAP/RISK PROFILE Maturity

39. Business Operations Solution Implementations Technology Operations 3 2 1 Core Roles and Typical Experience Requirements Leadership and Architecture BPM Executive Leadership BPM BusinessArchitect BPM TechnicalArchitect 4+ Projects: >2 years IBM experience Role Specific Expertise 2+ Projects: ~1-2 years IBM experience BPMExecutiveTrack BPMProgram MgrTrack BPM Analyst Track BPMDeveloperTrack BPMSAdministratorTrack Core Skills and BPM Context At least 1 IBM Project

40. 3 2 1 BPMBusiness Architect BPM Roles and Capabilities Business Operations Solution Implementations Technology Operations BPMExecutive BPMTechnical Architect • Enterprise transformation leadership • Enterprise process performance management • Leading enterprise process change • Business process/solution architecture • Enterprise process performance management • BPM program & operations governance • Solution development mentoring • Quality review & risk assessment • Technical solution architecture • BPM program & operations governance Program Leadership and Architecture 4+ Projects: >2 years IBM experience BPMProgram Mgr BPMAnalyst BPMDeveloper BPMExecutive BPMSAdministrator • Business & Process Optimization • Process Governance • Strategic relationship mgmt • Value analysis • Business case development • Value realization • Advanced process discovery & analysis • Value analysis • Process simulation & optimization • Complex process design & development • Process data architecture • Advanced technical integration • Capacity planning • Advanced system administration • Performance tuning Role Specific Expertise BPMProgram Mgr BPMAnalyst BPMDeveloper BPMExecutive BPMSAdministrator 2+ Projects: ~1-2 years IBM experience • Process based scoping, planning and budgeting • Iterative process implementation • Data Modeling • User interaction & report development • Service Based Integration • Recommended at Level 1: • Process analysis • Detailed process mapping • KPI identification • BPM program leadership • Managing process based execution • Report & KPI driven decisions • Installation & configuration • Core system administration • Process discovery & documentation • Process activity modeling • User interaction definition Core Modeling Skills Core Skills and BPM Context Build a Foundation for Succeeding with BPM At least 1 IBM Project

41. Process Owners End-Users of Process Systems of Record Owners BPMS Administrators DBAs Sample BPM Project Staffing Models Sample Core Team Configurations: Supporting Roles:

42. BPM Project Role Descriptions

43. BPM Project Role Descriptions (continued)

44. Frequently Asked Questions • What makes BPM different? • What happens after my first project? • What does that mean for resources? • How can IBM help ensure our success with BPM?

45. IBM “Process Know How” • Proven methods developed over ~1000 BPM projects • World-class team of BPM experts • Differentiated approaches for achieving BPM success: • Start with a Project, but plan for a Program • Up-front Analysis maximizes the value of project implementation • Iterative Playbacks minimize cycle time of delivery and change • Talent Development (not just training) is the key enabler for self-sufficiency • On-Demand Assistance most effective for maintaining momentum

46. Business Operations Solution Implementations Technology Operations 3 2 1 IBM “U”: Structured Talent Development Leadership and Architecture BPM Executive Leadership BPM BusinessArchitect BPM TechnicalArchitect 4+ Projects: >2 years BPM experience Role-Based Exams Projects 1 2 3 Mentoring Ongoing Multi-Level 4 5 6 Role Specific Expertise 2+ Projects: ~1-2 years BPM experience BPMExecutiveTrack BPMProgram MgrTrack BPM Analyst Track BPMDeveloperTrack BPMSAdministratorTrack Core Skills and BPM Context At least 1 BPM Project

47. Configure Services to Fit Your Needs We have a flexible range of services available to help you achieve your critical outcomes. Tailor service approach based on your resource model, solution stage and BPM maturity. Definition & Discovery Implementation & Deployment Measurement & Optimization Technical Architecture & Operations Mgmt Program & Process Governance • Core Technical Skills • Core Discipline Skills • Advanced Techniques * • Specialized Knowledge * • Culture Building • Leadership Development Training • Hands-on Guidance for New Team Members • Organization-Specific Application of Core Skills • Establish Organization-Specific BPM Approach Mentoring On-Demand Assistance • Answers to How-to Questions • Solution Approaches • Solution Reviews • Site Visits/Workshops • Add Short-term Capacity Range of Available Assistance Infrastructure Services • Application Installation and Configuration • System Performance Management and Tuning • Architecture Planning and Design • Process Discovery & Definition • Process Solution Implementation & Deployment • Process Performance Measurement & Visibility • Process Performance Optimization • Program Leadership • Solution Architecture Solution Delivery Note: * Advanced and specialized training will be released with Level 2 certification tracks.

48. Services to Accelerate Your BPM Journey IBM offers the fastest and most cost effective approach to successfully navigating your BPM journey. • http://www.ibm.com/developerworks/websphere/services/ Identify Business Challenge & Value Succeed with an Initial Project Establish a Program Adopt within LOB/Enterprise Journey Stage Define the Opportunity Accelerate Business Value Scale Delivery Capability Scale Business Impact Goals & Context • Established business priorities & objectives. • Build a plan for your BPM/BRM skills & potential. • Deliver your first solution successfully • Build foundational platform skills. • Use early win to foster new adoption. • Increase scope & impact of mission. • Establish critical mass of platform skills. • Establish governance & delivery consistency. • Line-of-business / Enterprise focus. • Align strategy and execution goals. • Mature platform skills & solution discipline. Days Solution Weeks Months Years … Discovery Workshop Solution Implementation COE Design / Execution Business Process Strategic Planning Business Transformation Program Process Improvement Visioning & Roadmap Service Offerings Quick Win Pilot Solution Checkpoints Training Solution Mentoring On-Demand Consulting Assistance Capability

49. IBM Software Services Zone for WebSphereibm.com/websphere/serviceszone • The destination for WebSphere services-related resources, offerings, &technical skills to help you on your path to business agility What’s New? • BPM-specific resources including proven, prescribed, and repeatable assets and offerings to accelerate BPM adoption • Visibility acrossthe worldwide skills & capabilities that only IBM Software Services for WebSphere can bring to your project • Access to WebSphere practitioners’ insight on project trends, best practices & emerging technologies through personal videos, blogs, articles & more • Discover defined offerings to get your project started quickly

50. Thank You!