Manageability with BPM

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1 Manageability with BPM Presenter Names: Thierry Hendrickx / Chris den Hoedt 2008 IBM Corporation

2 Agenda What is BPM Managing Internal controls with BPM IBM s Vision to BPM 1

3 Government leaders know what their administrative and citizen service processes need to achieve objectives Administrative and service processes must: Support new technology and new legal mandates and regulations for citizen or constituent services and administrative functions Innovation stalls with inadequate data to analyze or optimize processes, capabilities or resource allocation Accommodate rapid and continuous modifications to optimize operational capabilities forced by staff reductions and/or legislative mandates Rapid change is (near) impossible using complex, rigid and inconsistent manual or legacy system-based processes Provide a real-time operational view of process activity and results to enable quick corrective action 2 but administrators struggle because: Performance management is impossible with incomplete, inaccurate, untimely information for understanding and insight

4 What is Business Process Management? BPM is a discipline consisting of software and expertise to improve the performance, visibility, and agility of business processes How does it work? BPM continuously improves processes that span IT systems, manual tasks, and information by: Business Processes Patient / Provider Provider / Supplier Clinical Trial Sponsor Automating process activities Providing real-time visibility and actionable insights Enabling faster and easier process change 3 Regulator / Laboratory

5 Governmental agencies can leverage BPM to address critical administrative and citizen service needs Business Needs Greater efficiency & productivity and reduced costs Automate Processes End-to-end Real-time visibility for smarter decisions and implement controls (compliance/regulatory mandates) Transform Insight Into Action Faster and easier response to change 4 Common BPM Adoption Patterns Adapt and Respond Dynamically

6 BPM provides New Approach for Organizations and IT to improve business processes By empowering automated and collaborative interaction between line of business and IT to optimize business operations and processes, BPM# Provides Clear Visibility into Processes Streamlines Complex Integration Across Multiple Processes 5 Empowers Business Users Automates Interaction with Content Simulates / Predicts Outcomes Efficiently Manages Human Tasks Enables Rapid Process change Detects Business Situations and Takes Action

7 Transform insight into action by continuously improving and optimizing governmental processes Model and Simulate Rapidly Deploy and Change Continuously Optimize Citizens Agencies Systems Contractors End-to-End Processes Monitor, Predict and Act 6

8 What capabilities are required within a BPMS? BPMS Defined Capabilities Modeling & Simulation Business User Interface Channels Content Roles Business Sales Operations Partners Finance IT Business Activity Monitoring Document Management On-premises Complex Event Processing 7 Process Orchestration Outsourced Business Rules Partners Pre-built Industry Accelerators Enterprise Integration Governance

9 BPM - A Layer for Control, Visibility, Auditability Finance Administration Department Head Principle Investigator BPM Automatically prioritizes and routes work Guides users through decisions Standardizes resolution across geographies Leverages existing systems and data Monitors for business events and initiates action Real-time visibility and process control Review Committee Resource Supplier Benefits: 8 Time Savings Process Transparency, Control and Flexibility Full Audit trail

10 Components of Control Monitoring Information & Communication Control Activities Risk Assesment Control Environment 9

11 Control Environment Policy of what should be done Procedures to accomplish policy Business Modelling With BPM Visio Extend reach to business users and tools Import content into formal process models you can simulate and direct deploy PowerPoint* Excel ARIS Others9 Easier collaboration, fewer misunderstandings 10

12 Risk Assesment Policy, Procedures and regulations determine risk Risks identified determines Controls Ojectives Risk Controls Enrich or clean Data Manual Processing With BPM Automated Control Business Rules Escalations Data Validation Events and Exceptions Cases Report Shipment Manifest 11 Threat and Fraud check Alert Referral case

13 Information & Communication Understand responsibilities Timely and Accurate information Information Agenda Manual Tasks Information With BPM Automates manual tasks, IT systems, and information Helps complement and extend current applications IT Systems Leverages reusable process components 12

14 Control Activities Visibility Preventive & Detective Manual and Automated With BPM - Deadlines Notifications Process Design build in Analysis/Simulation Visual Alert Action! Launch Process Send -Send Page Send SMS Invoke Web Service 13

15 Monitoring Internal Controls Needs to be monitored Assesment of quality of Performance Ongoing Monitoring Evalutation of data With BPM: Real-time process visibility consolidated into customizable, role-based dashboards 14 Business leaders monitor process KPIs and receive alerts

16 BPM & Manageability Components of Control must all work together Effectiveness of control is limited if one component is weak With BPM: - All Controls build into Process Models & Rules - Optimize where and when needed - Roundtrip Engineering 15

17 IBM s BPM vision is to align methods, assets and technology In order to deliver business solutions on an integrated BPM platform Business Solutions Methods Assets Business Solutions Delivering faster tangible business value Aligning strategic planning and solution delivery Enabling business users to consume and control business content Technology Collaborating across Line of Business and IT Following common building codes Business and IT convergence is one step beyond alignment 16

18 IBM Business Process Management Suite An unmatched set of capabilities to drive business agility Enterprise wide, end-to-end business processes that are integration intensive, highly scalable, built on SOA principles of governance & reuse Business processes with predominantly human-centric touch points within an enterprise Enterprise wide or departmental content management, workflow and collaboration capabilities IBM is the only Vendor to completely cover the BPM Landscape Extended Value Offerings: Business Event Processing Asset repository for BPM Collaboration Tools Advanced Analytics Process Accelerators and Adaptors BPM Methodology BPM Professional Services BPM Mentoring 17 Seminar: BPM & Manageability, 2 ingredients for operational success!! Discovering the value of WebSphere Lombardi Edition 17

19 IBM Advanced Case Management Advanced Case Management Case Application Design Case Templates Case Runtime Framework Case Infrastructure Content Events Workflow people o View of Case o Rules process Unites information, process and people Delivers optimized case outcomes through analytics, rules, collaboration and social computing Supports work management of structured and unstructured activities Delivers trusted information to the case Case Activities Case Analytics Case Context Case Lifecycle Management Collaboration o Social Software Monitoring & Analytics information Manages and governs entire case lifecycle Provides extensive ecosystem of partners delivering case management solutions Shortens time-to-value with better tools, out-of-the box solutions and templating capabilities

20 Case Management for Government Although case may be expressed differently in various industries Invoice, Contract, Employee, Vendor, Customer, Project, Change Request, Complaint, Exception, Incident, Audit, ediscovery, etc Patient case Member Provider 19 Benefit Enrollment Grant Court case Citizen Tax payer Rate Case Claim Permit Land Property # a common pattern of challenges exists across all industries

21 Example BPM: Junta de Castilla y León Challenge: Spain recently passed a law that promotes the care and autonomy for dependent people. The new law compelled the Social Services agency of Junta de Castilla y León to reengineer its IT infrastructure to comply with the new regulations to provide better services to its citizens. Solution Description: The Social Services agency of Junta de Castilla y León ( Spain's Castilla y León Regional Government) improved its ability to deliver social benefits when it adopted IBM BPM and IBM Rules Engine software solutions to create a central process management system to automate a majority of its workload and shorten the time it takes to deliver services. The Social Services agency decided to place all of its software programs under a central process management system. 20

22 Example BPM: MVV Energie AG (Germany) Challenge: To accommodate the need for increased transparency for both consumers and energy providers, MVV Energie AG and a number of other organizations joined to construct a virtual marketplace that would offer unfettered access to make trades and purchases of not only energy, but also associated services (e.g., distribution and trading). Solution Description: IBM Global Technology Services and IBM Global Business Services delivered a real-time monitoring and management system that tracks the availability of energy across the city. Sensors monitor the consumption, generation and grade of electricity and related utilities, feeding this information in real time back to a centralized management system via broadband powerline communications. 21

23 Grazie Italian Traditional Chinese Thai Gracias Spanish Merci French Russian Arabic Obrigado Danke Brazilian Portuguese German Simplified Chinese Japanese 22

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