Avondseminarie Business Process Automation Genereer korte-termijnvoordelen en flexibiliteit door toepassing van BPMS-technologie Maandag 14 december 2009 Jan Stinissen, Managing Partner Tony Pans, Senior Business Consultant Justin Howard, MD EMEA, Appian Bart De Wulf, Business Consultant Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo-stand Ideas@Work 2009 2 Ideas@Work – the company Vision: We assist organizations to reach their objectives through Business Process Management and Business Process Automation QFOR Label (since 2004) Facts & Figures Founded 2000 Staff 25 Customers +70 Privately-held, financially strong Values Professionalism, Openness, Initiative, Enthusiasm Offerings Strong Partnerships XEPOS Business Process Management (BPM) Consulting, Coaching, Training & Project Mgt Business Process Automation (BPA) Renowned Clients Ideas@Work 2009 3 Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo boot Ideas@Work 2009 5 Lessons learned from Business Process Management projects • A lot of effort is invested in process optimization but the resulting changes are not always successfully implemented… • Some Reasons: – “People”: process changes and process thinking is difficult to implement due to resistance • Willingness to change: we are use to work like this, why change … • Capability: people need training and coaching … – “Technology”: • It takes too long to implement improvements to core applications, being a blocking issue to improve processes within acceptable timeframes and budget … • Core applications lack workflow & dashboard functionality: – Workflow is often supported by follow up xls sheets, mails … – Data are not available for measuring performance metrics (eg process leadtime, …) Business Process Automation tools (BPA) can help companies to make BPM initiatives more successful Ideas@Work 2009 6 Business stakeholders have different needs and expectations Process Manager Business Manager • Effectively design & automate the process, resulting in improved process management. • Enable flexible adaptation to change (agility) • Improvements can be implemented quickly in the supporting technology • Processes are enforced through the technology • Process Metrics (KPI’s) for continuous improvement Process Participants Ideas@Work 2009 Get end-to-end business visibility & control, enabling smart and profitable business decisions: • Executive dashboard (KPI’s & real-time alerts) • Daily Process monitoring • Balance the workload based on feedback • Is the business process executed as decided? Improve operational support, productivity & quality: • Have all relevant information available (documents, information) when needed – one place • Clear view on the work to be completed and the priorities • Support in completing the process • How am i doing? 7 Technology to support the Process Manager Process Manager • Effectively design & automate the process, resulting in improved process management. • Enable flexible adaptation to change (agility) • Improvements can be implemented quickly in the supporting technology • Processes are enforced through the technology • Process Metrics (KPI’s) for continuous improvement • Process Modelling Tool • Proces mapping • Process documentation • Simulation • Workflow tool • Process automation through configuration • Business Rules engine • Workflow independent definition of policies and business rules • Reporting tool • Document management • Archive documents • Embed in processes Process Manager Ideas@Work 2009 8 Technology to support the Business Manager •Portal •Publish process tasks, listings, reports & documents • User rights •Workflow management •Task list •Escalated tasks •Reporting & BAM •Performance metrics •Workload balancing (capacity management) Business Manager Get end-to-end business visibility & control, enabling smart and profitable business decisions: • Executive dashboard (KPI’s & real-time alerts) • Daily Process monitoring • Balance the workload based on feedback • Is the business process executed as decided? Business Manager Ideas@Work 2009 9 Technology to support the Process Participants •Portal •Publish process tasks, listings, reports & documents •User rights •Workflow management •Task lists •Notifications •Escalations • Reporting •Personal analytics Process Participant Ideas@Work 2009 Process Participants Improve operational support, productivity & quality: • Have all relevant information available (documents, information) when needed – one place • Clear view on the work to be completed and the priorities • Support in completing the process • How am i doing? 10 Business needs a variety of technologies • Process Modelling Tool • Proces mapping • Process documentation • Simulation • Workflow tool • Process automation through configuration • Business Rules engine • Workflow independent definition of policies and business rules • Reporting tool • Document management • Archive documents • Embed in processes •Portal •Publish process tasks, listings, reports & documents • User rights •Workflow management •Task list •Escalated tasks •Reporting & BAM •Performance metrics •Workload balancing (capacity management) •Portal •Publish process tasks, listings, reports & documents •User rights •Workflow management •Task lists •Notifications •Escalations • Reporting •Personal analytics Process Manager Business Manager Process Participant BPM Suites include different technologies in 1 integrated solution. Ideas@Work 2009 11 BPM Suites contain all BPA components needed to respond to the business user needs Document Management Dashboards & BAM Business Rules engine Workflow Ideas@Work 2009 Portal & User Interface BPMS Integration 12 BPM Suites are a new generation of BPA tools Business Rules Workflow Doc. Mgt. BPM Suite Portal ERP Application • Generic BPA tool which can be integrated as BPA solution into multiple applications CRM Applications BAM & Reporting • Process complexity and flexibility needs from business decoupled from underlying applications that require stability and maintainability Other Applications (HR, planning & logistics, …) Legacy BPM Suites are generic and integrated BPA solutions loosely coupled with applications and legacy systems Ideas@Work 2009 13 BPM Suites are characterised by: Model-based development The possibilities of a self service model (business – IT) Seamless integration of all BPMS technologies Configuration instead of programming Speed of development and production Ideas@Work 2009 14 Leading BPMS solutions Magic Quadrant for Business Process Management Suites 18 February 2009 Ideas@Work 2009 15 Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo • Customer Case presented by Justin Howard, MD EMEA, APPIAN Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo boot Ideas@Work 2009 16 Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo boot Ideas@Work 2009 17 Where do we apply BPA: deployment scenarios • Strategic solution – company-wide roll-out of BPA based on vision & strategy (and a sound business case) • Tactical solution – implement quick wins and get benefits rapidly – gather and test specifications • AS-IS measurement – create a reliable baseline to define improvements – support simulation of to-be scenarios Ideas@Work 2009 18 How we do it: Think Big, Start Small, Scale Fast A unique combination of DELIVERY APPROACH and TECHNOLOGY > VISION & BUSINESS CASE > EARLY PROTOTYPING Think Big Start Small > FAST DEPLOYMENT & SHORT INNOVATION CYCLES Ideas@Work 2009 Scale Fast 19 We assist you from concept to finish BPA Concept Factory Selection of your BPA Solution Automation of your processes Business & IT Vision BPM Suite Process-by-process Ideas@Work 2009 20 Concept Factory Decide on BPA based on BPA Vision, Business Case & POC Business Architecture Proof of Concept Business Case Ideas@Work 2009 IT Architecture Vision Workshop 21 Package Selection Select the most suitable BPM Suite using a structured approach Define scope & requirements Create shortlist • Process Analyst • Process Analyst • Key Users • Key Users • BPMS expert Score the shortlisted solutions Scenariobased demo Selection based on scoring • Process Analyst • Key Users • Process Analyst • Users • BPMS expert • Management • Process Analyst • Key Users Ideas@Work has a thorough understanding of the leading BPMS Solutions, by investing time on analysing the BPMS solutions enriched by comprehensive experience with BPMS projects. Ideas@Work 2009 22 The BPA methodology Automate your processes with a BPM Suite: Fast & Use Case-based Functional Design (Use Case) • Process Analyst • Key Users BPMS Configuration & Testing • Process Designer • IT Engineer (SOA/EAI) • IT Engineer ( User Acceptance Testing Deployment (Use Case) • Process Analyst • Key users • Business consultant • Installation consultant • Users Project Management Change Management 1 to 3 months Ideas@Work 2009 23 BPM lifecycle BPA enables short process improvement cycles Vision & Strategy Improve & Design Develop & Implement Execute & Control 1 to 3 months Ideas@Work 2009 24 Model-driven approach Collaboration Business & IT is crucial for success Model-driven design & development, based on • Common language: BPMN & • Common design & development platform: BPM Suite Ideas@Work 2009 25 Model-driven approach Design & development objectives Business Processes: • Flexibility & Speed • Productivity • Governance • Visibility / Metrics • Process Control Business Process Model Predefined processes and process patterns Workflow Model (BPMN) Pre-tested, operational IT services IT Services: • Flexibility & speed • Cost (IT spent) • Quality • Availability • Maximum Reuse • Governance Ideas@Work 2009 IT Integration 26 Configuration & Development Separation of Business configuration & IT development Business Retains Control of • Order of Tasks • Assignment of Responsibility • Groups, Roles, Skills • Deadlines • Alerts, Reminders, Escalations • Addition of Manual Tasks • User Interface Business Process Model Workflow Model (BPMN) IT Retains Control of • Computational Logic • Data Representations • Scalability / Performance • Interoperability • Master Data Management Ideas@Work 2009 IT Integration 27 The organisational impact of BPA Business and IT Collaboration? End-Users Use resulting Applications created by Business and IT Collaborate to execute daily work Provide feedback to Business Analysts for Application improvements Business / Process Analysts Applications HR App Finance App More Apps IT Services Ideas@Work 2009 Capture Process Documentation and Requirements Orchestrate Services and People into logical BPM Application Communicate requirements for new services to IT Track process performance and identify areas for improvement IT Developers Create libraries of re-usable IT Services Abstract data sources into consumable data types Manage Servers and Change Mgmt 28 BPM + SOA + BPA Ultimate goal: organisation dedicated to process excellence Process Governance Model-based collaboration SOA Governance Business Experts IT Architecture Design Processes Manage Business Rules Ideas@Work 2009 UI Designer Integration Architects IT Engineers (IT services) 29 The steps that are typically taken Step 0 “NEED” Business Process Improvement program Step 1 Step 2 Concept Factory Iterative BPA deployment: process by process Go/No Go for BPA Awareness: BPA is a CSF to make BPI projects successful Concept Factory Case 1 Case 2 Ideas@Work 2009 Internal Complaints Onboarding Processes for iterative implementation - Sales process - Client complaints - Service Requests - Employee onboarding - Absenteeism - Planning *Backoffice processes: - client onboarding - follow-up contracts - portfolio mgt - win-back & stopping of contracts - Invoice & C/N validation & creation * Sales processes * Service processes * Process management * Support processes (requests, like holidays) 30 Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo boot Ideas@Work 2009 31 BPA helps to meet the business objectives Increase efficiency and decrease operational costs by automating workflows, rules & tasks and eliminating paper & xls sheets Enable change by supporitng process training & coaching actors in process changes via automated workflow Business Value Ensure process compliancy Improve process management by “enforcing” process actors to respect the process in a user-friendly environment by providing data, reports and dashboards BPA tools are supporting the process actors realising their business objectives. Ideas@Work 2009 32 BPA generates IT-benefits Ease and rapidness to build and adapt workflows Generic BPA solution applicable in several business domains / IT applications (ERP, CRM, HR, …) without indepth IT skills IT Value Complementary to existing applications Easy to integrate (workflow management tool can be combined with your existing applications) with existing applications BPMS tools can be complementary to your existing applications providing workflow, document management, reporting & portal functionality. Ideas@Work 2009 33 Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo boot Ideas@Work 2009 34 Q&A Ideas@Work 2009 35 Agenda Welkom Business Process Automation: wat en waarom Gevalstudie en demo Business Process Automation: hoe Conclusies Vraag & antwoord Een natje en een droogje, Demo-stand Ideas@Work 2009 36 We nodigen u uit op... ...een natje en een droogje... ...en een bezoek aan onze demo-stand ! Niet vergeten: evaluatieformulier invullen! Ideas@Work 2009 37
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