Solution Approach Benefi ts Project Example

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1 IBM Global Business Services Agile Process Improvement Agile Process Improvement Solution Approach Benefi ts Project Example

2 What s new in Agile Process Improvement? Reluctant about automating a working process? Agile Process Improvement permits a fast realization of your process automation wishes. We have experienced that many banks are reluctant to modernize their paper-based or otherwise manual processes as they fear the project complexity, cost and the risks associated with a change. Numcom s Appway toolkit addresses this issue and offers a set of readily available components that can be reused and customized easily. This concept completely eliminates the need for lengthy and complex custom developments. Everything is implemented onsite and the initial results can usually be seen fairy quickly, giving you the opportunity and flexibility to still make small modifications as the project progresses. Agile Process Improvement means fast process implementation in close collaboration with the customer using flexible integration options. Solution offered IBM s process improvement experts together with a toolkit like Appway are the best match to review and address your process efficiency, reduce labor intensiveness and eliminate media breaches wherever possible. When implemented you will instantly achieve process transparency, increase transaction speed and improve ser vice quality for your clients. What s more, you will be able to locate and address sources of errors or delay, permitting full management control and further improvement measures. Proven success IBM Global Business Services have already successfully implemented Agile Process Improvement solutions with clients. In one of our last projects we achieved the following results*: Ready for productive use in 5 months Break even < 18 months ROI > 40% 50% savings in manual work End-to-end processing time reduced manifold Learn more about the that methodology and current project examples. *Figures derived from the example project implementation (see following pages)

3 Example Project An international private bank in Switzerland relies on Appway as the strategic workflow tool and IBM Global Business Services for business process engineering and process implementation. Before: paper-based payment orders The bank wanted to optimize its processes and particularly eliminate those that are paper-based. The payment process was identified as a first business case with a high potential for improvement in terms of service to the client, quality and cost. Methodology Appway enables agile development because the implementation team is able to visualize the ideas of the business analysts and the key users almost instantly. This means the solution can be developed within a few iterations without having to produce complete specifications in advance. The business owner, the business analysts as well as the key users were involved in all iterations and were able to see, feel and influence the development of the solution during the project. This allowed the identification of requirement gaps and errors at a very early stage and they could be addressed quickly. High Level Implementation At the first iteration the actors and their roles were identified and defined, screens were prototyped and interfaces to surrounding systems planned. After: a process designed with BPM tool Appway Analysis and Planning Based on this business case, IBM started with an analysis of the current situation and requirements before defining a highlevel target process. All work was carried out in close cooperation with the client. The iterations of the Agile Development were at this point as part of the overall project and at the end of each development iteration validation workshops were held with the client.

4 Detailed Implementation At the end of this iteration the workflows and the screens were functional and the interfaces had been specified in detail. Most functions had already been fully implemented. After: an application for payments the potential for human errors has been minimized and the service to the client significantly improved by a faster execution and instant visibility of the order status. Continuous Improvement The agility factor does not end on conclusion of a project since improvements to the running system are possible with short iterations of specification, implementation and testing. Five key characteristics of Agile Process Improvement Solution Validation At this point the focus shifted to eliminating remaining gaps. The implementation of further new requirements was moved to a later phase in order to focus on completing all screens and interfaces for full functionality. Agile Process Improvement means A combination of business expertise with an outstanding BPM-Platform Iterative solution design together with the client and without extensive specification phases Process design and application development in one step BPM-Platform and development directly based at the client Fast end-to-end process implementation with various integration options Results It took only three months from the bank s decision to start the project, based on the business case, until the solution was ready to undergo User Acceptance Testing. After an additional month of testing the solution successfully went into production. The processing time for written client orders has been reduced from over night to a few hours intraday and we expect a reduction of 50% in overall time spent working on payments. Furthermore, We invite you to learn more about topical and current projects in banks please contact us for a personal demonstration!

5 Solution Agile Process Improvement Approach Agile Process Improvement Approach Strategy check Consider business strategy and goals of the client Consider IT-Strategy e.g. application landscape, sourcing strategy Activity analysis Integral bank analysis with focus on process benchmarks Identification of key areas with highest potential for improvement Process analysis Analysis of processes from identified key areas Business relevance Improvement potential Technology support Client opening Infrastructure Support processes Client maintenance Focus-processes with high cost implication Client Risk assessment KYC Review Valuation of potential Quantification Business Case Complexity of implementation Client Tax status Client closing Focus-processes with high service and regulation implication Implementation High level implementation Detailed implementation Solution validation Constant improvement Integration with additional applications Continuous improvement Client can monitor, maintain and improve the process solution Business assumes ownership of the process application, no detailed programming knowledge needed IBM uses a wide range of methods and techniques to implement Agile Process Improvement: The IBM Component Business Model and the IBM Benchmark Wizard with more than 1500 industry specific key figures is used to achieve transparency of all the banks activities IBM provides business process models (the current IBM information framework consists of banking standard processes) for each component which can be used as a basis for client adaptation IBM uses proven data and integration models as well as tools for business process modelling Our huge experience in process improvement for banks is based on many Swiss and international projects in the financial services industry. Benefits Agile Process Improvement permits a fast realization of en hancements. Costly and labour-intensive manual processes that include a high degree of collaboration in particular can be automated quite fast. The potential for savings here is evidently high and the project payback period usually short. The key is to use a Business Process Platform. With the help of this platform the bank can redesign processes as workflows and build a new application at the same time. This platform acts as an integration layer and reduces user interactions and process breaches.

6 Contact Andreas Lenke Business Process Management CH + AT Global Business Services Phone +41 (0) Mobile +41 (0) andreas.lenke@ch.ibm.com Markus Spörri Business Process Management CH + AT Global Business Services Phone +41 (0) Mobile +41 (0) markus.spoerri@ch.ibm.com IBM and the IBM logo are registered trademarks or trademarks of International Business Machines Corporation and/or other countries. Other company, product and service names may be trademarks or service marks of others IBM Corp. All rights reserved.