ARIS An Enterprise Tool Supporting BPM and Enterprise Change Management. Carol Hoyt, SVP/Sr. Quality & Change Delivery Consultant June 22, 2010

Transcription

1 ARIS An Enterprise Tool Supporting BPM and Enterprise Change Management Carol Hoyt, SVP/Sr. Quality & Change Delivery Consultant June 22, 2010

2 Bank of America Company profile One of the world s largest financial institutions 59 million consumer and small business relationships 5,900 retail banking offices,18,000 ATMs 30 million active online banking users Top market share for debit cards, credit cards, home loans and investment services Leading wealth management company Global leader in corporate and investment banking and trading Industry-leading support to approximately four million small business owners Clients in more than 150 countries Primary dealer in 16 countries with top research rankings around the world Get There Faster. 6/29/2010 ProcessWorld

3 ARIS business process modeling The beginning... Initiated in August 2004 as a Design for Six Sigma (DFSS) project Sponsored by process improvement areas and control organizations Requirements Modeling utility Can be applied across diverse user base Pre-defined standards Key information integration Centralized repository and revision management Enterprise availability Piloted in 2005 Production environment rolled out mid-2006 Get There Faster. 6/29/2010 ProcessWorld

4 Process modeling environment 2006 (Production) ARIS Business Designer 7.0 ARIS Business Server ARIS Business Publisher Key Information ARIS repository Design Review Release Archive ARIS Admins Windows client ARIS Modelers Web browser ARIS Basic Training available Training sessions scheduled throughout the year Key information updated based on source information changes Release cycle management implemented for change control Design, release and archive libraries exported daily to ARIS Business Publisher Database server Get There Faster. 6/29/2010 ProcessWorld

5 ARIS business process modeling 2006 through 2009 Support User support provided centrally by a small number of associates assisted by ARIS power users distributed throughout the company Technical support provided by a small central group Engagement Pull strategy Upon request, no enterprise mandate but some business unit mandates Utilization Business process maps to support various business objectives 2007 Application architecture modeling 2008 Sarbanes-Oxley modeling, conversion of existing Visio models to ARIS Increasing utilization across the company 6/29/2010 ProcessWorld Get There 2010 Faster. 5

6 Challenges recognized in 2009 Growth Demand outpacing small user and technical support groups Infrastructure right-sizing essential to support increased use Change in focus to simplification and transparency Discipline of business process management Importance of standards and governance on data quality Increased emphasis on connections between the entities in the models versus the individual models Demand for a variety of reports based on the repository data Emerging requests for advanced functionality Process intelligence through collection and analysis of metrics Additional model types suitable for technical architecture Simulation capabilities for process improvement analysis Get There Faster. 6/29/2010 ProcessWorld

7 Moving into 2010 Managing growth Centralized and expanded ARIS support Upgrading the infrastructure Supporting simplification and transparency ARIS support moved to enterprise capabilities support group Expanded enterprise standards through evolving business process management capability Value of matrix models for facilitating simplification Development of new reports Providing advanced capabilities Licensing additional ARIS components Targeting areas for proofs of concept 6/29/2010 Process Get World There 2010 Faster. 7

8 Moving into 2010 A practical example Adoption by a business architecture group Get There Faster.

9 Current state A Bank of America line of business case study Organization overview Technology group Small number of high value applications ( 300) New organization Insulated environment Underlying corporate culture: do the right thing / just do it Professional orientation Advanced technical orientation/skill set Career pull, niche technologies Implementation of a major application architecture management niche toolset 6/29/2010 Process Get World There 2010 Faster. 9

10 Organizational maturity, impacts and considerations Harmonizing versus competing A matter of design (using Lean Six Sigma and DFSS design concepts) Business system architecture, Six Sigma-based practical engineering The visual factory Adoption by a business architecture group Get There Faster.

11 Modeling and technology organizational maturity Get There Faster.

12 Expanded modeling discipline Standardization of group structure closed loop business system architecture model Control libraries Business process hierarchy Application library Alternate view library Organization library Reporting ARIS standard reporting and analysis Third party reporting tool 6/29/2010 Process Get World There 2010 Faster. 12

13 Organizational maturity, impacts and considerations Harmonizing versus competing A matter of design (using Lean Six Sigma and DFSS design concepts) Business system architecture, Six Sigma-based practical engineering The visual factory Adoption by a business architecture group Get There Faster.

14 Harmonizing versus competing ARIS Core enterprise modeling tool Configurable, multi-dimensional tool Meets customized requirements Supported by central group responsible for tools which enable enterprise capabilities Perception challenges 6/29/2010 Process Get World There 2010 Faster. 14

15 Organizational maturity, impacts and considerations Harmonizing versus competing A matter of design (using Lean Six Sigma and DFSS design concepts) Business system architecture, Six Sigma-based practical engineering The visual factory Adoption by a business architecture group Get There Faster.

16 Engineering as the foundation 6/29/2010 Process Get World There 2010 Faster. 16

17 Business system architecture Key components Entry model Navigational Structural (business process) Libraries Capabilities Master objects Detailed models and flows Process as transformation Clones (occurrence copies) Modeling discipline 6/29/2010 Process Get World There 2010 Faster. 17

18 Breaking it down Entry model From a Six Sigma Point of view, critical business capabilities are delivered through the business process 6/29/2010 Process Get World There 2010 Faster. 18

19 Breaking it down Libraries Libraries are defined by the business capabilities. A library structure: Can simplify training Enables faster model development Enables simple maintenance of meta data (attributes) Can enhance reporting and analysis 6/29/2010 Process Get World There 2010 Faster. 19

20 Breaking it down Process as transformation Completes the closed loop Enables matrix navigation Materially increases speed of mapping detailed processes Increases relevancy and accuracy of analysis and reporting 6/29/2010 Process Get World There 2010 Faster. 20

21 Breaking it down Modeling discipline tailoring Modeling disciplines added as needed... Enhanced professionalism, reuse Systematic tailoring Systematic enforced modeling standards All major modeling disciplines supported by ARIS Gateway to more advanced ARIS functionality 6/29/2010 Process Get World There 2010 Faster. 21

22 Organizational maturity, impacts and considerations Harmonizing versus competing A matter of design (using Lean Six Sigma and DFSS design concepts) Business system architecture, Six Sigma based practical engineering The visual factory Adoption by a business architecture group Get There Faster.

23 A matter of design (Using Lean Six Sigma and DFSS design concepts) Graphical Kanbans (a Lean Six Sigma concept used in visual factories) represent Entry model Libraries Views Business system architecture Helps break the drawing utility thought process Reinforce the business system architecture in both navigation screens and as a graphical training tie-in 6/29/2010 Process Get World There 2010 Faster. 23

24 Note: These are examples only. Actual design should address considerations such as: culture, understanding, and relative ARIS utilization maturity. Kanban examples Get There Faster.

25 A matter of design Your business system architecture environment Simplify with structure Reinforce the intended experience Simplify business system architecture structure in ARIS Simplify any training Business System Architecture Entry Screen But before you simplify, Develop with discipline Use a structured methodology to define your business system architecture... 6/29/2010 Process Get World There 2010 Faster. 25

26 In a perfect world A few closing thoughts Get There Faster.

27 In a perfect world Have strategic sponsorship Have a strategic plan (multi-generation) Avoid the modeling utility label Leverage tenured knowledge Understand organizational and cultural alignment/maturity factors in design and multi-generational planning Implement with a purpose Implement using some kind of discipline Develop internal reporting and macro scripting abilities Engineer the tools into business as usual, value added activities 6/29/2010 Process Get World There 2010 Faster. 27

28 Questions? ARIS An enterprise tool supporting BPM and enterprise change management 6/29/2010 Process Get World There 2010 Faster. 28

29 Thank you! Carol Hoyt, SVP/Sr. Quality & Change Delivery Consultant June 22, 2010