Transcript IBM Presentation Template Full Version

11 Habits of Highly Successful BPM Programs
George Chast
IBM Sales Executive
Business Process and Decision Management
© 2011 IBM Corporation
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Levels of BPM Success
What Habits will help an organization move up these levels?
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Successful Projects/
Delivery
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Habit #1
Prove business value first
 Don’t forget the focus should be on business value
 Be willing to make trade-offs for the first release
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Iterative Implementation Methodology
Week 1
Definition
Infrastructure
Configuration
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Weeks 2-3
Mapping
Weeks 4 to 10
Development
Training/ Mentoring
Weeks Week
11 to 12
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Go
Test
Live
Infrastructure
Deployment
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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
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How are our customers using BPM?
Tracking
Metrics
Alerts
VISIBILITY
Cross-functional
Event-based
Intra-organization
AUTOMATION/ORCHESTRATION
Functionally-centric
Workflow/People-intensive
Inter-organization
Workflow/Routing
Coaches/UI
Escalations/Notifications
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Habit #3
Never “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!)
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BPM Accelerates Better Business Outcomes
Traditional build programs
Complex tooling
IT-centric development
Big-bang deployment
Range of
traditional
outcomes
Program
initiation
Month 0
10
6
12
18
24
30
Month 36
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BPM Accelerates Better Business Outcomes
BPM build programs
Model-driven tooling
Integrated development
Iterative deployment
Targeted
outcome
$
$
$
$
Program
initiation
Month 0
11
$
6
Plus: Faster cash returns
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18
24
30
Month 36
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Habit #4
Don’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
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Process Analysis Illuminates the End-to-End Process
What is the data needed at different points?
What is the velocity that we need in this process?
How quickly must the turnaround time be?
Where are the issues with meeting this requirement?
Process Analysis is designed to help you…
Understand the main problem areas in the current process
Analyze specific business processes
Formulate a roadmap for recommended improvements
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Habit #5
Take the Time to Deliver Value
 A project longer than 90 days is not a failure
 Self-sufficiency can extend project time-lines
 Timelines can depend on the sophistication of the process
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Growing BPM Team
Competency
Successful Projects/
Delivery
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Habit #6
Build a complete team
 Java (or .Net) developers aren’t all you need
 Have the right mix of resources on the team
 Identify good pools of talent for BPM developers
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IBM BPM Roles – Project Scale
Process Improvement Expert
BPM Expert
IT/Technical Expert
BPM
Analyst
BPM Designer
Integration
Designer
Supporting Roles:
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Habit #7
Make 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
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Education is a Key to Self Sufficiency
Missing or insufficient skills can lead to slow
adoption, lost value … or complete failure
Technical
Architects
BPM Program
Manager(s)
Level 3
Level 2
BPM Analysts
Recommendations:
 Role-oriented training
vs. “one size fits all”
 Ongoing training &
testing at multiple
maturity levels
BPM Developers
Level 1
 Mentoring to learn
application of skills
BPM
Administrator(s)
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Leveraging BPM
Across the
Enterprise
Growing BPM Team
Competency
Successful Projects/
Delivery
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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
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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
ABC
Master
Sched.
Merger
with X
Global
Initiative
Initiatives
“Optimized
Global Cycle
Plan “
Business Planning
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Distressed
Shipments
The 1
Year
Movie
Commonality Hub
Strategy
“xx% Throughput
Improvement by
20YY”
“Decrease Cycle
Time to xx months
by 20YY”
Greenlight one:
Financing
Receivables
Global X – Order
to Delivery
Process
Decomposition
(Blueworks Live)
• Value Proposition
• Organizational
Stakeholders
• Systems
• KPI’s
• Key Error States
• Process Priority
Demonstratable
BPM Process
(IBM Business
Process Manager)
• Hi Level Business
Case
• Operations Buy-in
• SLA’s
• Process Roles
• Team Members
• Integration Points
Identified
• Development Cost
Estimates
Executable BPM
Process
Application
(IBM Business
Process Manager)
• Detailed Costs and
Benefits
• Process Metrics
and Scoreboards
• Legacy Integration
• Fully Costed
Deployment Plan
Deployed and
Measured BPM
Process
(IBM Business
Process Manager)
• Tracked Business
Performance
• In-Process
Application
• Real Time Process
Measurement
• Process Simulation
and Optimization
• Ongoing Process
Improvement
BPM Planning & Execution
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Habit #9
Force collaboration
 Consider carefully for the first project
 Co-locate team members from business and IT
 Leverage the Playbacks
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“Playbacks” Drive Engagement
Process Developers
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Call Center Managers
Confidential
VP, Pharmacy
Operations
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Habit #10
Establish the owners
 Processes are business-owned
 BPM is the discipline/program
 BPMS is the enabling technology
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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
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11 Habits That Drive BPM Success
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