Business Process Management

Transcription

1 Business Process Management Sept 19, 2013

2 Changing Change. Develop the Professional. Develop the Profession. International Institute of Business Analysis 2

3 Vision and Mission The world's leading association for Business Analysis professionals Develop and maintain standards for the practice of business analysis and for the certification of its practitioners IIBA is an international not-for-profit professional association for business analysts. 3 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

4 Tom Karasmanis IIBA Product Manager Tom Karasm anis is a Senior Consult ant w it h 25 y ears' experience in I nf orm at ion Technology, including roles as a Business Archit ect, Business/ Sy st em s Analy st, Project Leader, Technical Archit ect, and Sof t w are Engineer. He has w orked in f inancial serv ices, publishing, healt hcare, public sect or and t elecom m unicat ions. Tom serv ed as Chief Archit ect of t he I I BA f rom 2009 t o He is current ly I I BA Product M anager of Bei ng a BA: Techni cal Excel l ence and Vendor Showcase. Tom is a m anagem ent consult ant in business archit ect ure and business analy sis, assist ing organizat ions t o build or im prov e t heir BA pract ices. He speaks regularly at int ernat ional conf erences. Tom holds a Bachelor of Applied Science in Chem ical Engineering f rom t he Univ ersit y of Toront o and is act iv e in t he business analy sis and business archit ect ure com m unit ies. 4 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

5 Outline Introductions and Housekeeping 12:00 Vendor Presentations 12:05 TechnoSolutions 12:05 Business Genetics 12:25 Bonitasoft 12:40 Questions and Answers 12:55 Close 12:59 Extended Q&A 1:00 5 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

6 Question and Answer How to Ask Questions Use the Question box to ask questions. Selected questions w ill be answ ered at the end, but you can ask at any time. Include the vendor s name if you w ant a specific vendor to respond. Shor t, specif ic questions, please! Ashu Potnis Eric Rodwell IIBA Host Tom Karasmanis Barry Valentine 6 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

7 BUSINESS PROCESS MANAGEMENT 7 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

8 What is BPM? Business Process: A collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers Some will notice a similarity to the definition of a use case I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s 8

9 What is BPM? Business Process Management: Management by Business Processes Not linked to hierarchical (functional) co view Corporate management through processes Add Business Performance Management Corporate performance management through processes 9 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

10 What is BPM? Two Levels: 1. Process Governance 2. Process Management 10 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

11 Process Governance All of the company's governance activities which, by way of allocating on the processes, work towards reaching its objectives, which are both operational and progress-related Process Management Process management is all the management activities of a given process which work towards reaching the objectives allocated for this process I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s 11

12 Process Governance All of the company's governance activities which, by way of allocating on the processes, work towards reaching its [the company s] objectives, which are both operational and progress-related 12 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

13 Process Management Process management is all the management activities of a given process which work towards reaching the objectives allocated for this process I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s 13

14 Why? Process improvement Process optimization Align business processes to client needs Decision support 14 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

15 Why? BPM sees processes as strategic assets of an organization that must be understood, managed, and improved to deliver valueadded products and services to clients This approach can be supported, or enabled, through technology to ensure the viability of the managerial approach in times of stress and change I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s 15

16 BPM Lifecycle 1. Vision 2. Design 3. Model 4. Execute 5. Monitor 6. Optimize 1. Analyze 2. Re-design and model 3. Implement 4. Monitor 5. Manage 6. Automate 1. Vision 2. Define 3. Model 4. Analyze 5. Improve 6. Control 7. Reengineer 16 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

17 BPM Tools BPM Tool Views: 1. Human-centric 2. Integration-centric (Enterprise Svc Bus) 3. Document Centric (Dynamic Case Mgmt) I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s 17

18 BPM Tools BPM Tool Key Components: 1. Process Engine 2. Business Analytics 3. Content Management 4. Collaboration Tools BPMN / BPEL Thanks! 18 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

19 Business Process Management

20 Business Processes Management Discover Business Processes Document Business Processes Document Attributes and Metrics Analyze Process Flows Optimize Process Flows Process Traceability and Collaboration

21 Discover Business Processes

22 Discover Business Processes Identify the Business Processes of the organization and add to the TopTeam Project

23 Document Business Processes

24 Document Business Processes Document Business Processes using the BPMN Modeling Notation

25 Pool A Pool represents a participant in the process Business Entity Organization A Role such as Applicant, Customer etc.

26 Place one or more Pools on the diagram Pool 1 Pool 2

27 Lane A Lane is used to sub-partition a pool It usually represents a Role or a department such as Customer Loan Officer Customer Service Department Etc.

28 Subdivide Pools into Lanes as needed Lane 1 Lane 2

29 Events Event is something that occurs during the course of a business process Events are of following types: Start Event Intermediate Event End Event

30 Where does the Process begin? The Start Event Different Types of Start Events Start Event

31 Activity Activity is work performed within a business process Activities can be: Atomic >> Task Compound >> Sub-Process

32 Place Activity (Task/Sub-Process) shapes as needed Different Activity Types Start Event

33 Connectors Sequence Flow Show the order of process flow (within one Pool) Message Flow Show the order of messages between two Pools Association Associate information with Flow Objects

34 Connect Flow Object using Connectors Connectors Association Sequence Flow (within Pool) Message Flow (between Pools)

35 Gateway Gateways are used to show the branching, forking and merging of Sequence Flow.

36 Gateway for Branching, Forking, Merging Process Flow Gateway Types Gateway

37 Loan Origination - Business Process Model

38 Document Attributes and Metrics of Processes

39 Specify Properties/Attributes of each Flow Object Specify Attributes Name Description Custom Properties Links to other Repository artifacts Selected Shape

40 Document Relevant Metrics for each Flow Object Selected Shape Document Metrics Custom Properties

41 Enter and Review Metrics for all objects in the Process Flow Metrics for Process Objects in Tree View Metrics for Process Objects in Sortable Grid

42 Analyze Process Flows

43 Analyze Process Flows Identify inefficient Paths and Tasks Identify redundant tasks

44 Optimize Process Flows

45 Derive To Be Process Flows Business Processes As Is Show the processes that exist in the organization Current state Business Processes To Be Show the new and improved Optimized processes Future state

46 Use the Quick Action to Derive To Be Process Flows Quickly Derive Business Processes To Be from As Is TopTeam automatically creates links between As Is and To Be Processes

47 Business Process As Is & To Be Business Processes As Is Business Processes To Be

48 Process Traceability & Collaboration

49 Link Business Rules and other Repository Artifacts to Flow Objects Entity-Attribute definition linked to data object User Story linked to Activity Use Case linked to Activity Gateway linked to Business Rules On Hover hint of linked Business Rules

50 TopTeam automatically creates Trace links with linked artifacts

51 With TopTeam you can validate Business Process Models against the BPMN Specification Corresponding Flow Objects highlighted Errors & Issues Identified

52 Collaborate on Business Process Models with TopTeam Web Access Collaborate with Stakeholders Permalink URL to all BPMN diagrams

53 Generate BPMN Models into Microsoft Word Documents Template can be customized

54 A No-Compromise, end-to-end Solution for VisualRequirements Definition and Requirements Management Mature -launched 2005, now in seventh major release Used by more than 500 organizations in 55 countries

55 integrations Quality Center Team System (TFS) Rally JIRA Microsoft Word Microsoft Excel TopTeam Open API (Integrate anything)

56 Requirements Definition Requirements Management End-to-End Traceability Versioning and Baselining for all artifacts Branching and artifact Sharing Change & Release Management Issue, Defect, Task Tracking Test Case Management

57 Learn more or try it yourself TopTeamAnalyst.com For more information "I am enjoying using TopTeam. It allows me more creative time, instead of document formatting time, so my analysis is better and more detailed." Carl Knowlan Senior Analyst & Product Manager Houston, Texas

58 IIBA VENDOR SHOWCASE Business Process Management Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

59 PURPOSE Learn how BusinesGenetics W5 software can be utilized to uncover gaps, define business capabilities and identify areas for process improvement. Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

60 OVERVIEW Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

61 BusinessGenetics W5 BusinessGenetics W5 is a business modeling tool that leverages the business modeling language (BML) to discover, model & extract the most comprehensive 5 dimensional view of your business. Advantages: Easy to use Familiar Interface Business Facing One use Business Architecture / Process Modeling Multiple Reuse Collaboration Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

62 BUSINESS MODELING LANGUAGE Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

63 What is Business Modeling Language (BML)? Business Modeling Language (BML) A Process A Methodology for Business Analysis A Collection of Best Practices Set of Rules and Guidelines A Notation Standard When followed And applied, Produce.. WHAT Mod el WHICH Model WHO Model WHEN Mod el WHERE Model Business Models HOW Model (P rocess Flow Diagram - BML) Enabled with... W5 (Modelin g Client ) M2 (Reposito ry)

64 Formal methodology Set of rules to guide the practitioner while building models Ability to test / validate that the information contained in models is complete Practitioners use BML methodology and software to drive consistent results Complete understanding of operations Includes all critical business information (WHO, WHAT, WHCH, WHERE, WHEN) Captures association of all supporting information (e.g. process metrics, RACI, decisions, business rules) Multiple Reuse Same model can be used to auto-generate SOPs, BRDs, Training Documents Supports all outputs of WHAT vs. WHO, WHAT vs. WHICH Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

65 REAL WORLD EXAMPLE Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

66 Business Modeling Language & Approach Case Example Converting existing flow document into BML Dimension Models

67 Business Modeling Language & Approach Inputs / outputs not displayed More than one activity per box

68 Business Modeling Language & Approach WHAT Dimension Model Existing Documentation Findings: 1. The purpose of performing activities is not evident (see 1,2,3,4,5) 2. Some activities missing, added activities (1.1,1.2 send only 1.3 receives) 3. Some activities have more detail than others - no detail 3.2 Research problem. -

69 Business Modeling Language & Approach WHICH Dimension Model Existing Documentation Findings: 1. Four Core Entities Identified (with probable synonyms) 2. Difference between a problem, issue & change unclear 3. Difference between a change request, request for change & change is unclear 4. Information relationships not evident

70 Business Modeling Language & Approach WHO Dimension Model Existing Documentation Findings: 1. Unclear what organization the roles report to 2. Not evident who owns the Peregrine system 3. May be missing organizations, roles & systems that are involved in this change control process 4. Is the business case owner the same as the business process owner?

71 Business Modeling Language & Approach WHEN Dimension Model Existing Documentation Findings: 1. Only weekly timeframe mentioned 2. Not clear how weekly may related to business week or calendar week 3. May be missing timeframes that govern the activities in controlling change e.g. response time

72 Business Modeling Language & Approach WHERE Dimension Model Existing Documentation Findings: 1. No indication of locales in documentation

73 HOW Model Activities Only Takes Chaos & Complexity in Business Today and Makes it Clear

74 Business Modeling Language & Approach Complete Multi-Dimensional View Existing Documentation Findings: 1. Process Gaps easily identified (e.g. Requestor is never notified that the process in complete.) 2. Missing Dimensions (No Information Flow)

75 REALIZED BENEFITS & RESULTS Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

76 Project Context Large multi-national software company needed to overhaul business processes and technical facilitation involved in incenting their employees Current state reported difficulties, constraints, and major issues including losses in the millions due to both human and technical errors. Those responsible for incenting employees suggested they were burned-out and bogged down with a plethora of manual processes.

77 Challenge Define current state while identifying issues and metrics Define most optimal future state Wanted technology to support, enable, and (most importantly) automate the plan strategy. The Result: 21 high priority issues were identified Issues were addressed during future state sessions with SMEs Prevented the duplication or overstatement of incentive compensation payments Saved the company ~$18M annually Reduced manual hours by 1300 hours annually Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

78 Additional Information Company Intro Video Free 30 Day Trial Download Phone: Copyright BusinessGenetics Inc. All rights reserved. This document contains confidential and proprietary information of BusinessGenetics Inc. You may not disclose, copy or use any part of these materials for any purpose without the express written consent of BusinessGenetics Inc. Printed in U.S.A.

79 Bonita BPM Making Business Process Management Easier Barry Valentine Bonitasoft Engineer

80 Agenda Introduction BPM Challenges Solutions to the Challenges Conclusion

81 Why Bonita BPM? AWARDS 2,000,000 DOWNLOADS 60,000 COMMUNITY MEMBERS 600+ CUSTOMERS 125 EMPLOYEES 100 TECH & SI PARTNERS 81

82 Bonita BPM Process design, modeling and simulation Application development User interface Connect, integrate User access Task management Test, execute, monitor

83 BPM Challenges Implementing BPM can be hard Hard to get users to visualize the new/revised process Using multiple tools (e.g. Visio, wireframe tools, etc.) makes it harder to develop processes Difficult to produce working prototypes from models Hard to measure impact of possible improvements Process documentation is difficult to maintain as process evolves

84 Bonita BPM solves these problems Allows for easy process diagramming via BPMN 2.0 palette Built-in HTML form builder for process UI construction Easily create functional prototypes for evaluation Reporting and process simulation Automated documentation generation

85 Process Diagramming

86 HTML Form Builder

87 Create functional prototypes The process is the prototype Quickly get users working with the process Gather feedback Easily update process based on feedback Gather Feedback Requirements Design User Review

88 Process performance reporting Create reports on process performance or create your own custom KPI reports

89 Estimate/measure Impact via process simulation Estimate impact and possible consequences based on resources, schedule, cost or scope

90 Automatic Process Documentation Often documentation lags development Keep documentation in the model Easily create updated documentation after revision Multiple formats supported: pdf, doc, ppx, html

91 Conclusion Keys to BPM Success Tool consolidation Fast cycle of prototype, feedback, redesign Monitoring results Quickly exploring possible improvements Documentation management

92 Questions? CORPORATE WEBSITE Product & Services descriptions References & Use Cases Webinars & White papers OPEN SOURCE COMMUNITY Forums Contributions Source Code youtube.com/ bonitasoft twitter.com/ bonitasoft linkedin.com/groups? gid= facebook.com/ bonitasoftbpm 92

93 Question and Answer How to Ask Questions Use the Question box to ask questions. Selected questions w ill be answ ered at the end, but you can ask at any time. Include the vendor s name if you w ant a specific vendor to respond. Shor t, specif ic questions, please! Ashu Potnis Eric Rodwell IIBA Host Tom Karasmanis Vicecca Young Tim 93 I n t e r n a t i o n a l I n s t i t u t e o f B u s i n e s s A n a l y s i s

94 Contact Information Register for more webinars on the Professional Development page of our website under Webinars. IIBA.org/PD community.iiba.org Ashu Potnis Technosolution Barry Valentine Bonitasoft Eric Rodwell Business Genetics International Institute of Business Analysis 94