IDC Abordagem à Implementação de Soluções BPM

Transcription

1 IDC Abordagem à Implementação de Soluções BPM 30 de Setembro de 2008 HP Portugal Consulting & Integration 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

2 Summary HP approach for BPM area Concepts Services linking business strategy, processes and technology End-to-End BPM Types of BPM engagements Business Transformation to BPM Establishing BPM Planning the Transformation Executing the Transformation HP Integrated Solution Executing, Monitoring and Optimizing End-to-End Processes HP BPM Increased Value

3 Adaptive Enterprise: business and IT synchronized to capitalize on change An adaptive enterprise is readily able to change in response to or in anticipation of changes in the business environment An adaptive enterprise balances the critical, and sometimes conflicting, requirements of the business Increase agility Maximize return Improve performance Minimize risk

4 What are HP BPM Standards? Understanding the business process begins with being able to describe the business process Business process is defined as the combination of: process or activity (what, how), role or organization (who, owner), performance (goals, metrics), technology (automation), information (inputs, outputs) Being able to describe all or most of these elements using standard words is like using language, it provides the ability to communicate Processes among groups and companies Metrics Best Practices Methods Business Strategy Business Processes Information Application Services Infrastructure Services

5 HP BPM Services linking goals to process Business Strategy Goals, products, customers, organization of value chains and lines of business Business Process Applications Methodology and standards for defining and improving processes, subprocesses and activities Metrics tied to each layer of processes Best practices tied to each sub-process or activity Specific technology solutions/applications

6 Types of BPM Engagements Engagement type Process Re-Engineering Process Optimization Mergers & Acquisitions Software Implementation Business driver Major re-organization or business change, or new technology introduction Must eliminate duplicated effort in processes and inefficiencies Identification of synergies and perform planning of post-merger operations of merging companies or organizations ERP, CRM or other software suite implementation driven by and linked to efficient processes Processes Metrics Best Practices Methods

7 business process CENTRIC vision»» Business Transformation ««

8 Establishing BPM Initialize Define Mobilize Pilot Transition Sustain lead team development define value proposition refine communicatio n operating model stakeholder identification communicatio n plan framework assessment supporting consultation business case analysis framework selection framework customization support pilot selection training development team training pilot program selection team recruitment lead full engagement setup documentation analysis design implement. shadow full engagement manage change implement IT solutions support full engagement model, document analysis review, refine engagement labor lead full engagement Setup document. analysis design Implement. manage change/it review engagements (audits) engagement labor lead full engagement support full engagements

9 Business Transformation to BPM Business transformation consists of 2 phases: the planning phase and the execution phase bpm functions as planning cm functions as execution planning the transformation business transformation executing the transformation Setup Documentation Analysis Design Implementation Identification Preparation Planning Implementation Sustaining business process management change management

10 Planning the Transformation Setup Documentation Analysis Design Implementation business sponsor interview define problem statement (as metrics and capabilities) business subject matter expert identification resource planning process discovery facilitated workshops process documentation (using standards) e.g. workflows, process narratives documentation review (w/sme) process analysis statistical methods (e.g. 6 sigma) best practices benchmarking process design process documentation design testing/ prototyping e.g. business requirements documentation, process simulation report out business sponsor acceptance initiate business change project initiate it project monitor results e.g. post implementation assessment statement of work

11 Executing the Transformation Identify Prepare Plan Implement Sustain Understand the different stages of change Current state Desired state Delta Determine the major issues in each stage of the change Identify and assess the key stakeholders Sponsors Change Agents Targets Determine degree of risk and cost of the change Culture History Resistance Designing the change: Communication Learning Rewards Change the organizational focus to the tobe Establish project management structure Start the change process Communicate Train Reward Execute the plan Watch, measure and adapt as the change is changing When change becomes new current state: Close the project

12 HP Integrated Approach

13 Category of Processes Collaborative Processes System Processes Individual Ad hoc Human Semi Structured System Highly Structured Fixed Process , instant messaging, personal task list Document approval, vacation approval Expense reporting, management dashboard Extensions of LOB applications, supply-chain Collaboration Server Process Server Common Design Tools Common Monitoring Tools Common Runtime Activity Complexity/Rigidity

14 Business Processes Lifecycle Solution set supporting each Role Functional Capability Knowledge Worker Developer Real-time Tracking End-to-end Business Process Performance Management Visibility of the Business Process Performance Real-time Process Optimization Interaction with Collaborative Processes Effective Management and of the Distributed Processes

15 Traditional IT Architecture Proprietary technologies and skill sets Multiple communication infrastructures High cost of license, consulting and ownership Complexity of inter-organizational collaboration IT Support follows silo model

16 BPM Architecture Customer Created Order Placed Existing Customer Credit Verified Order Shipped BPM Platform

17 Cross-Organization BPM Platform Convergence: Workflow, Document Management, Content Management and Process Automation, Business Intelligence Full Support of: process digitalization, index and search, records management, archiving, from individual to fixed processes Integrated Workspace Application Integration BPM Platform

18 BPM solutions leverage a business strengths Business Process Management, metrics and supporting IT that enables users to define, execute, monitor, manage and optimize process outcomes while creating alignment with strategic objectives across multiple organization levels Balanced scorecard, dashboards, scorecards, performance metrics, strategy map, value tree, process improvement or redesign, change management Loans Creates the link between strategy and effective execution

19 HP BPM Increased Value

20 BPM enables increased value when executing the business strategy Accelerate business growth Speed time to market Strengthen customer relationships Drive revenue Increase opportunity Better focus on priorities Greater agility Cross-organization synergy Mitigate risk BPM Minimize business risk Improve visibility / compliance Improve decision making Lower cost Reduce cost Improve efficiency/productivity Improve ROI / Reuse Delivers better business performance

21 Implement Business Process Management for Greater Profitability Obrigado! 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice Contact : Paulo Coutinho paulo.coutinho@hp.com