11 habits for highly successful bpm programs
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Software Group
BPM 11 Habits, IBM BPM Overview and Demonstration
Bill.Hahn@us.ibm.comSr. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist
http://IBMBPMDemos.com for more information and resources
© 2010 IBM Corporation
11 Habits for Highly Successful BPM Programs
Confidential© 2010 IBM Corporation
BPM allows us to focus on our most critical
business priorities first.“” — Eric Keller, CIO, Sirva
Keynote Presentation, Driven Online 2009.
Confidential© 2010 IBM Corporation
Confidential© 2010 IBM Corporation
Levels of BPM Success
What Habits will help an organization move up these levels?
Confidential© 2010 IBM Corporation
Successful Projects/ Delivery
Confidential© 2010 IBM Corporation
• Don’t forget the focus should be on business value
• Be willing to make trade-offs for the first release
Habit #1
Prove business value first
Confidential© 2010 IBM Corporation
Iterative Implementation Methodology
Mapping
Week 1 Weeks 2-3 Weeks 4 to 10Weeks 11 to 12
Week13
TestTestGo
LiveDevelopmentDevelopment
Infrastructure Configuration
Definition
Training/ MentoringInfrastructure Deployment
Confidential© 2010 IBM Corporation
Habit #2
Make 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
Confidential© 2010 IBM Corporation
AUTOMATION/ORCHESTRATIONFunctionally-centric
Workflow/People-intensiveInter-organization
Workflow/Routing
Coaches/UI
Escalations/Notifications
How are our customers using BPM?
VISIBILITY
Cross-functional
Event-based
Intra-organization
Referred to as BAM
Tracking
Metrics
Alerts
Confidential© 2010 IBM Corporation
• Iterative Approach….. Continuous Process Improvement
• Phases 2,3 or Versions 2,3 will always happen
• Trade-offs (but don’t trade-off the metrics!)
Habit #3
Never “One and Done”
Range oftraditionaloutcomes
Traditional build programsComplex tooling
IT-centric developmentBig-bang deployment
Month 0 Month 606 12 24 36 48
BPM Accelerates Better Business Outcomes
Programinitiation
Month 0 Month 606 12 24 36 48
BPM Accelerates Better Business Outcomes
Programinitiation Plus: Faster cash returns$
$
$
$
$
Targetedoutcome
BPM build programsModel-driven tooling
Integrated developmentIterative deployment
Confidential© 2010 IBM Corporation
• Requirements documents are not process analysis
• Don’t over-do the initial requirements (Define) phase
• Include Process Analysis skills on your team early
Habit #4
Don’t Skip Process Analysis
Confidential© 2010 IBM Corporation
• 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
Habit #5
Take the Time to Deliver Value
Confidential© 2010 IBM Corporation
Successful Projects/ Delivery
Growing BPM Team Competency
Confidential© 2010 IBM Corporation
• 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)
Habit #6
Build a complete team
Confidential© 2010 IBM Corporation
IBM BPM Roles – Project ScaleProcess Improvement Expert
BPM Expert
IT/Technical Expert
Supporting Roles:
Confidential© 2010 IBM Corporation
• Don’t allocate partial human beings
• Make sure all of the right skills are represented
• Don’t mix self-sufficiency with tight deadlines
Habit #7
Make self-sufficiency a priority
Confidential© 2010 IBM Corporation
Education is a Key to Self Sufficiency
‣ Role-oriented training vs. “one size fits all”
‣ Ongoing training & testing at multiple maturity levels
‣ Mentoring to learn application of skills
BPM DevelopersBPM Analysts
BPM Administrator(s)
Level 1
Level 2
Level 3
BPM ProgramManager(s)
TechnicalArchitects
Missing or insufficient skills can lead to slow adoption, lost value … or complete failure Recommendations:
Confidential© 2010 IBM Corporation
Successful Projects/ Delivery
Growing BPM Team Competency
Leveraging BPM Across the Enterprise
Confidential© 2010 IBM Corporation
• BPM is about Continuous Process Improvement
• BPM should be programmatic (programs spanning projects/LOBs)
• Funding model should contemplate Projects and the Program
Habit #8
Fund to value … not first release
Confidential© 2010 IBM Corporation
Tying BPM to Corporate StrategyBPM Pipeline (Executive Review)
Corporate Initiatives BPM Process Analysis BPMProofs of Concept
Initiatives “Optimized
Global Cycle Plan “
Process Decomposition (IBM Blueprint)
CorporateStrategies
BPMProjects BPM
Deployments
Demonstratable BPM Process (WebSphere
Lombardi)
Executable BPM Process
Application (WebSphere
Lombardi)
Deployed and Measured BPM
Process (WebSphere
Lombardi)
Receivables
Distressed Shipments
• Detailed Costs and Benefits
• Process Metrics and Scoreboards
• Legacy Integration
• Fully Costed Deployment Plan
• Increasing level of process definition at each stage• Steering Committee approval promotes projects from stage to stage
• Hi Level Business Case
• Operations Buy-in• SLA’s • Process Roles• Team Members• Integration Points
Identified• Development
Cost Estimates
• 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
Global X – Order to Delivery
Greenlight one: Financing
Business Planning BPM Planning & Execution
Strategy“xx% Throughput Improvement by
20YY”“Decrease Cycle
Time to xx months by 20YY”
Global Initiative
Merger with X
The 1 Year
Movie
Common- ality Hub
ABCMaster Sched.
Confidential© 2010 IBM Corporation
Back Office
Productivity Target
Front Office
Internal
Processes
Participants
External
Operational Processes Customer Facing Processes
• New Hire On-Boarding
• IT Services Catalog
• Under-Writing
• Product Setup
• Product Sales
• Dispute Resolution• Loan Due Diligence
• Compliance
BPM Opportunity Landscape
Confidential© 2010 IBM Corporation
Prioritization MatrixPrioritization MatrixBusiness 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
Confidential© 2010 IBM Corporation
• Consider carefully for the first project
• Co-locate team members from business and IT
• Leverage the Playbacks
Habit #9
Force collaboration
Confidential© 2010 IBM Corporation
Confidential
Playbacks Drive Engagement
Confidential
VP, Pharmacy Operations
Call Center ManagersProcess Developers
Confidential
“The Picture Is The Process”
Confidential© 2010 IBM Corporation
• Processes are business-owned
• BPM is the discipline/program
• BPMS is the enabling technology
Habit #10
Establish the owners
Confidential© 2010 IBM Corporation
• Create regular internal communication about progress
• Use videos, wikis, portals to “show off” new processes
• BPMS is the enabling technology
Habit #11
Market your work
Confidential© 2010 IBM Corporation
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
So what’s next?
Confidential34
BPM Roles-based Development – Rapid, Agile and Iterative
Worker
BPM Developer
Business Analyst
Manager
Administrator
Process ModelerBPM
Shared ModelProcess Center
Process Designer
Process PortalAdmin Console
OptimizeDesign
Execute
Process Inspector
Process Designer
Process Optimizer
Process Portal
Scoreboards
UI Screen Flow Coaches
• 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)
Integration Developer
Integration Designer
BlueworksLive.com
Confidential35
IBM BPM In Action
Simplicity with Sophistication: “Business friendly while IT Savvy”
Power with Integration Middleware
Visibility for Business Stakeholders: Dashboards, reports and more
Governance throughout Design-time and Runtime
Confidential36
The simplest way to get started with BPM
Process Discovery“Modeling for Documentation”
The quickest way to deliver robust process applications
Process Implementation“Modeling for Execution”
http://BlueworksLive.com
IBM Business Process Mgr v7.5
Confidential37
Confidential
BPM Process Discovery & Modeling in the Cloud
• Blueprint Process Modeling for inventory & mapping
• Knowledge sharing & collaboration
• Process analysis & prioritization
BPM Process Modeling & Implementation• Rapid process application development• Continuous process improvement• BPM program management
Education, Enablement and on-demand Services• Quick Win Pilots• Role-based education & mentoring• Expert Services when and where they’re needed
Links to Your Next Steps…IBM BPM Delivery CapabilitiesIncluding Education and Enablement Services
http://BlueworksLive.com
http://IBMBPMDemos.com
http://www.ibm.com/developerworks/websphere/services/
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