Transcript RFID Update: Where Are We Now?

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Welcome!
How to Take BPM
to Another Level in Your Organization
Today’s Speakers:
Jim Sinur, Vice President and Analyst, Gartner, Inc.
Susan Ganeshan, Vice President, Product Development, webMethods
How to Take BPM to Another Level in
Your Organization
Business Process Management Summit 2006
Jim Sinur
Vice President and Distinguished Analyst
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Disruptive Pressures on Current
Management Disciplines

Compliance to regulations

Continual productivity improvements

Innovate new ways of doing business

Leverage the rapid pace of change

Business wants greater control, transparency, and agility

Improve alignment of incentives with strategy

Better Leverage the pervasive nature of technology
The Pervasive Nature of Technology in Process
High
People-Based
Percentage
of
Processes
People and
Technology-Based
Era of
Management
Discipline
Disruption
Technology-Based
Low
1970
1990
2010
We’ve pursued people-oriented bandages as an
attempt to avoid fundamental operational change
• Matrix management
• Global product lines
• Partnerships
• Practice areas
• Incentive structures based on
cross-functional performance
• Mentoring programs
• Dotted line reporting
• Cross functional teams
• Virtual teaming
• 360 performance appraisal
“It’s like putting lipstick on a pig,
at the end of the day it’s still a pig.”
— Peter McComick, COO
JRI America
Sumitomo Mitsui Bank
Particular mind-set



Views business processes as assets to be valued
–
Treats processes as organizational building blocks with as much significance as functional areas
and geographic territories
–
Realizes processes have a revision cycle or life cycle that must be managed
–
Understands that processes are the intellectual property of the organization and can deliver
competitive differentiation
Believes process management should evolve to a science from an art
–
Shy away from implicit approaches and embrace the explicit
–
Demand a more empirical approach to process management
–
Encourage testing, simulating, experimenting with “gut feeling”
Considers BPM to improve business agility and operational performance
–
Inspires IT to reconfigure processes faster than people
–
Delivers the right information, to the right people, at the right time
–
Promotes collaboration, team building, and consensus
From Functional to Process-Driven
Functionally Driven
Process Driven
Roles and Responsibilities
are aligned by functional area
Roles and Responsibilities
are aligned by business process
Business leaders have little
process visibility beyond their
functional area
Business leaders have broad
visibility of the end-to-end
business process
Business rule changes rely on
IT department to schedule
changes to application code
Business rules and process
steps are changed by
business process owners
Hand-offs are implicit
Hand-offs are explicit
Cost accounting aligned by
functional area
Cost accounting aligned by
process steps
Risk analysis is led by
business leader experience,
Intuition, and data analysis
Risk analysis is led by
simulations based on current
operational conditions
Set of Practices
Requires new practices, methods, and procedures

Explicit ownership of business
process and rules

Explicit procedures for authorizing
changes

IT staff will transfer to business
certain procedures

IT staff will share certain
procedures with business

IT staff will learn new procedures
Define
Optimize
Model
Analyze
Simulate
Deploy
Monitor
Execute
Assigning Roles and Responsibilities
The business side will focus
mainly on:
· Strategy and business case
development
· Business performance metrics
· Process discovery
· Functional process design
· Simulation, optimization and
scenario creation
· Process monitoring and analysis
· Business change management and
communication
Business rules and event discovery
and analysis
Policy management
In the short-term, business and
IT will share responsibility
with:
· Process deployment
· Process execution and performance
· Business and process rules analysis
and management
· Operational procedures including
version level control
· Creation of process, rules, and events
repository
· Detailed process design
· Training and education
Event analysis and management
IT side responsibilities include:
· Standards for both technical and best
practice procedures
Services orchestration
Integration of process steps with physical
orchestration
Templates and frameworks to support
discovery and deployment
· Scalability issues supporting scope and
complexity
· Process-level and systems-level security
· BPM tools evaluation, testing and
integration
· Process security
BPMS Technical Functionality
Human Task Support
Real Time Agility
Infrastructure Supports
10
Pre-Built Frameworks, Models,
Flows, Rules and Services
8
6
Business Policy/Rule
Management Support
(heuristics and inference)
4
2
Business Process/Policy
Modeling & Simulation
Environment
0
Run time Simulation,
Optimization & Predictive Analysis
Human Interface Support
& Content Management
Business Activity Monitoring
(Complex Events and Data)
Collaboration Anywhere
Support
System Task and
Integration Support
Near Real Time Incremental Improvement
Model
Inputs
Rules
Respond
Process and Knowledge
based models enable
reasoning
Events
In what condition
is the process?
Diagnose
& Explain
Condition
or State
Optimize
Model
Adjust
Outputs
Process
Selecting scenarios and
taking corrective actions
How do I get
the process to
the condition
I want?
Measure
Execute
Data
What is the
significance of the
events/data?
Detect
 Detect
Events
 Diagnose
 Explain
 Model
 Respond
with scenario
driven rule sets
Policy Managed Applications
Policy A
Rule I
Rule II
Policy B
Rule X
Rule III
Rule Y
Rule Z
Step 2.A
Step 3
Step 1
S1
D
1
?
D
2
Step 2
S2
C1
Business Scenarios for Readiness
Fair Weather
Explosive Disaster
Policy A
Policy C
Rule I
Rule II
Stormy
Rule III
Rule A
Policy B
Rule X
Rule Y
Rule Z
Rule B
Rule C
Business Process Management:
Balancing the Foundational Domain Portfolio
Management
Procedures
Organizational
Governance
Information
Technology
Expertise
and
Experience
Partnerships
and
Services
Discover
Culture
Architectures
Skills
Consulting
Define
Structure
Applications Platforms
Training
•
Strategy
Model
Roles
Web services
Education
•
Business Process
Simulate
Responsibilities
Portals
Certification
•
Technology
Deploy
Policies and rules
Processing Engines
Research
Implementation
Execute
Incentives
EAI
Business acumen
•
Design
Monitor
Procedures
Advanced Technologies
Intellectual capital
•
Build
Analyze
•
Compliance/audit
Middle ware connectivity
•
Frameworks
•
Manage
Optimize
•
Change Management
Communications
•
Templates
•
Quality Improvement
Mobile and wireless
•
Methodologies
Business Process
Outsourcing
Storage/Repositories
•
Standards
webMethods Proprietary
webMethods – Taking BPM to the Next Level
Design
Analyze
Implement, Deploy
Monitor
15
INTEGRATE. ASSEMBLE. OPTIMIZE.
webMethods Proprietary
webMethods BPM – Innovative, Process-centric, Complete
Unified platform for business process
productivity
Codeless, collaborative environment for
business analysts and IT
Patent-pending prediction and event
correlation technology
Iterative process improvement
Enterprise scale architectures
16
INTEGRATE. ASSEMBLE. OPTIMIZE.
webMethods Proprietary
Upcoming webMethods Activities
SWIFT Operations Forum – March 21-23 (NY)
Gartner BPM Summit – March 27-29 (Nashville)
Brainstorm SOA/BPM – April 19-20 (Chicago)
www.webmethods.com
17
INTEGRATE. ASSEMBLE. OPTIMIZE.
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