The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
4. What does BPM offer
Helps in structuring work that needs to be done, whether this be
automated or manually.
Be able to get insight in work that has been done, learn from it and
improve your current work process.
Be able to change your processes and know where a process
change impact your systems and what people need to do
Shift towards ‘build-to-change’ processes, as opposed to ‘build-to-
last’ back-office applications
Ensure that compliance is maintained during any changes to
processes.
Faster time-to-market for innovative solutions
4
BPM-E1-2
5. It all boils down to 5 critical success areas for BPM…
Small PoC in business is used to demonstrate value
V alue &
Performance
Re-inject first value to generate more
Results-based requirements
Management Real-time tracking & monitoring
Generic and standard sector reference patterns
A ccelerated
Business
Requirements management, not analysis. Deltas
Just-enough modeling
Collaborative analysis / workshops / hands-on
Analysis
Skilled/agile people & the right business/technology mix
Architectural perspective
L everaging
BPM
Services bring flexibility and standardization
Anticipate performance, scaling and integration issues A
V
Technology Simplify first. And next
Small steps towards process maturity
E
U nified Process Leverage methodologies (Lean, Six Sigma, TRIZ)…
Improvement …but beware of Behavioral change needed
Know your target operating model throughout
Ensure stakeholder’s top down / bottom up commitment
End-to-end governance U L
E nd-to-End
Architectural alignment
BPM Share best practices, tools and reusables
CoE stewards standardization and business objectives
Governance Kick-start new initiatives
6. Terminology
A management approach, aimed at continuously
improving and optimizing business processes in
What is BPM an organization, supported by a wide range of
BPM methods and supporting tools aimed at
designing and modeling these processes.
A set of software tools, that allow BPM to be
What is BPMS extended to the level of software application
development and maintenance.
Standard notation and structure for Business
modeling. Oracle, IBM and SAP joined forces
What is BPMN 2.0 in the Open Group to create a standard for BPM.
The aim is simplicity
7. The BPM Closed loop & Oracle implementation
BPA Suite
Process Composer
JDeveloper
1.Design
BPA Suite simulation
JDeveloper simulation JDeveloper
5.Optimization 2.Modeling
Meta
Data
Store
4.Monitoring 3.Execution
Unified run time
BAM Enterprise Manager
Proces Cubes Workspace
Process Portal
7
8. Value of the process information
Tactical level (‘learn & leverage’) Improved client
BI satisfaction
Information about the performance of the processes used to better
tune the operation – in combination with the forecast
Chain
Governance level (‘read & react’) optimization
BAM
Dashboard function, where progress of the process is monitored
>Weeks and exceptions are alerted
Process control
Months
Operational level (‘sense & respond’)
Alerts
Days Direct feedback to the operational employee to approve Process quality
Weeks or disapprove a certain action
< sec
Back-end applications
10. Process Control in practice
Utility company, Work Order Management
What is needed
• Better control of internal processes
• More efficient and effective operations
• Less failure in the processes
• Higher first time right when visiting customers
11. Utility company Work Order Management
Functionality
CRM
Product
catalogue
Prepare Call Center
Interface
Improved client
satisfaction
Chain
optimization
Execute Insight
Work
Planning Tasks Order Portal
Process
Process control
Process quality
Functional
CRM exception
Financial
Finish handling
Completion
BPM-E1-2
12. Utility company, Work Order Management
Technical architecture
Governance Security
Presentation Exception
handling ADF Human tasks Company
LDAP
Composition
BPM BAM
Integration OSB
Application CRM Fin Planning Products
Data Work BAM BPM
order Repository
13. Bank
Month end improvements
What is needed
• Shorten reporting time
• One version of the truth
• Analysis time increase 10/50%
• Decrease costs 30%
Starting point for the project
• For the daily reconciliation procedures of the General Ledgers, there is no
timely information available for the status/success of the interface runs (“batch
processes”)
• For the monthly reconciliation procedures, no insight is available about (human)
activities, amount of adjustments and dependencies
15. Bank
Technical architecture
Governance Security
Guided
Presentation Reporting ADF Process
Client
Composition
BPEL Process BPM Guided BAM
Process
Integration Mediator
Application Local Daily
Systems systems GL Hyperion
Data Measurements BAM BPM
Checklists Repository
16. Summarizing: A checklist for better BPM
Small PoC in business is used to demonstrate value
V alue &
Performance
Re-inject first value to generate more
Results-based requirements
Management Real-time tracking & monitoring
Generic and standard sector reference patterns
A ccelerated
Business
Requirements management, not analysis. Deltas
Just-enough modeling
Collaborative analysis / workshops / hands-on
Analysis
Skilled/agile people & the right business/technology mix
Architectural perspective
L everaging
BPM
Services bring flexibility and standardization
Anticipate performance, scaling and integration issues A
V
Technology Simplify first. And next
Small steps towards process maturity
E
U nified Process Leverage methodologies (Lean, Six Sigma, TRIZ)…
Improvement …but beware of Behavioral change needed
Know your target operating model throughout
Ensure stakeholder’s top down / bottom up commitment
End-to-end governance U L
E nd-to-End
Architectural alignment
BPM Share best practices, tools and reusables
CoE stewards standardization and business objectives
Governance Kick-start new initiatives