Download - Ignite the BPM Spark With Blueprint
CONFIDENTIAL
March 22, 2008
Ignite the BPM Spark!Start your First BPM Project
With Lombardi Blueprint
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Theme
Process modeling should be used collaboratively to feed
process automation
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Agenda
• A shortcoming of BPM suites
• Process modeling as a collaboration tool
• Getting started in modeling and BPM
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Definitions
� BPM (business process management):a discipline that focuses on continuously improving business processes — while taking an outside-in, customer-centric perspective.
� BPMS (business process management suite):a set of technology tools for modeling, automating, monitoring, managing and optimizing business processes.
� BPA (business process analysis): advanced modeling tools for detailed analysis of a process, resources, costs, risks, and other business factors
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BPMS addresses the business process life
cycle
Design• Graphical modeling
• Business and process rules
• Simulation and testing
Execute process• Workflow
• Automation
• Integration
• Business rules
• Portal/forms
Monitor/Manage• Real-time dashboards
• Reporting
Analyze/optimize
• Dashboards
• Historical analytics
• Performance mgmt
• Simulation
CONFIDENTIAL
BPMS addresses the business process life
cycle
Design• Graphical modeling
• Business and process rules
• Simulation and testing
Execute process• Workflow
• Automation
• Integration
• Business rules
• Portal/forms
Monitor/Manage• Real-time dashboards
• Reporting
Analyze/optimize
• Dashboards
• Historical analytics
• Performance mgmt
• Simulation
Business
process
analysis
(BPA)
Operational
modeling or
“process
programming”
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Operational vs. strategic modeling
Sell
products
Service
customers
Get
paid
Enter
orderUpdate
ERP
Update
GL
invoice
Fulfill
order
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Operational vs. strategic modeling
Sell
products
Service
customers
Get
paid
Enter
orderUpdate
ERP
Update
GL
invoice
Fulfill
order
Only one is useful for
operations, but both are needed for complete
measurability
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Link operational and strategic models for true
collaboration
Sell
products
Service
customers
Get
paid
Enter
orderUpdate
ERP
Update
GL
invoice
Fulfill
order
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Getting Started
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Drive up the BPM value proposition
Value to
shareholders
and
competitiveness
Stakeholders
Processmodeling
Processexecution
Knowledge
Efficiency
IT agility
Compliance &
consistency
Processmonitoring &
analysis
Business insight
BPM adoption maturity
Processoptimization Transformation
Workers, supervisors and managers CIO CFO CXO CEO
lower higher
higher
lower
Customers and partners
SOA
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Be pragmatic
• Look for quick wins
� Avoid “big bang” and “analysis paralysis”
� Target short implementations that deliver value
• Use an incremental approach
� Iterate both the process modeling and execution implementations
� Plan 3-4 iterations to get implementation right
� Expect 7 iterations to wring out all inefficiencies
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Choose the first business process carefully
• Start with a major process that is causing pain
� Resistance to change goes away
� More support getting it completed
� Easier to get project funding
• Characteristics of processes that cause pain
� Multiple steps and handoffs
� High volumes
� Typically customer facing
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Look for projects with high reward and low risk
Impact
• Revenue
• Cost
• Customer
• Competitive
• Regulatory
Complexity
Process steps
Integration points
Exceptions
IT environment
Participants
Transactions
Organizations
Length of time
Low High
High
Low reward Low reward and higher risk
High reward High reward but higher risk
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Recommendations
• Use modeling collaboratively, but it’s not one size fits all
• Don’t get stuck in analysis – automate or at least actively manage your processes using models
• Link strategic and operational modeling layers for maximum process visibility and insight
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March 22, 2008
Blueprint Demo
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Blueprint helps you focus on your business problem
• Executive wants a 20% reduction in costs
• Need to upgrade your processes to support a strategic expansion
• Competitor is better than you
� Getting product updates to market faster
� Service a customer in 1 day vs. 13 yourself
• A process you work in is simply too painful for you
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Core Competencies for Process Improvement
Setting Direction
� what goals do we focus on?
• what are our biggest problems?
Controlling Processes & Work
� who is responsible for each step?
� are we meeting customer SLAs?
Improving Performance
� how can I find an expert to help me work faster?
� what process bottlenecks can be removed?
Succeeding with process improvement requires new tooling and
competencies for business teams that allow them to connect
strategy to action
Corporate Strategy
HQ
Application Infrastructure
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What do you do today?
• Get in a conference room for an entire day
• Sticky notes
• Butcher paper
• Whiteboard drawings
• Back and forth till you finally understand your process
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What do you have afterwards?
What are my biggest
problems?
Where can I optimize my
process?
How do I valuably share this
information?
How do I build a business case?
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Process Discovery Problems Today
• Too Much ComplexityEXAMPLE
EXAMPLE
EXAMPLE
EXAMPLE
• Too Little Collaboration
• Too Much PowerPoint
• Too Much Cost
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Feedback on Current Discovery Options
• Complexity Limits Adoption� It’s too hard to use
� Used only by limited “power users”and architects
� We only need 10-20% of the tool’s functionality
EXAMPLE
EXAMPLE
EXAMPLE
EXAMPLE
• Simple Collaboration is Complex
� Configuring servers, managing
versions
� It’s not built for collaboration
• PowerPoint and Excel are used as often as Visio
� Unstructured approach makes
standardization difficult
� Documentation immediately
becomes “was-is” from “as-is”
• High Costs for Software
Purchase and Training
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Blueprint Vs Visio
• Blueprint
� Collaborative
� Provides for a standard
framework
� Ease for anyone to use
� Provides a process repository
� Prioritizes improvement efforts
� Easy to execute with
Teamworks
� No software installation
required
• Visio
� Draw anything
� Unstructured approach
� Everyone draws diagrams
differently
� Does not facilitate standards
� Easy to become out of date
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Introducing Lombardi Blueprint™
On-demand, collaborative process discovery
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Create & Login to a Blueprint Free Account
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Mapping Your Business
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Outlining Not Drawing
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Work Together in Real-time
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Model the Detailed Workflow in BPMN
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Model the Detailed Workflow in BPMN
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Know the Problems
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Make the Case for Improvement
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Make the Case for Improvement
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Make the Case for Improvement
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Make the Case for Improvement
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Blueprint keeps you focused on solving your
problem
• Simple enough for any users
• Prioritize your processes by understanding opportunities
• High level view that creates visibility
• Information at the level of detail needed to create results
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Global 10 company uses Blueprint to identify key
competitive processes to improve
• Global 10 manufacturing company
• Identified 17 key strategic processes
• Agreed upon 6 processes to focus improvements
• Quickly pushed processes into Teamworks to optimize and execute
“We’ve never talked about process like this before”