© 2011 IBM Corporation

George ChastIBM Sales Executive

Business Process and Decision Management

11 Habits of Highly Successful BPM Programs

© 2011 IBM Corporation2

© 2011 IBM Corporation3

What Habits will help an organization move up these levels?

Levels of BPM Success

© 2011 IBM Corporation4

Successful Projects/ Delivery

© 2011 IBM Corporation5

Don’t forget the focus should be on business value

Be willing to make trade-offs for the first release

Habit #1

Prove business value first

© 2011 IBM Corporation6

Mapping

Week 1 Weeks 2-3 Weeks 4 to 10Weeks 11 to 12

Week13

TestTestGo

LiveDevelopmentDevelopment

Infrastructure Configuration

Definition

Training/ MentoringInfrastructure Deployment

Iterative Implementation Methodology

© 2011 IBM Corporation7

Habit #2

Make BPM about Productivity AND Visibility

Metrics, KPI’s and SLA’s should be part of the DEFINE Phase

Don’t scope OUT metrics

Remember visibility is critical to IMPROVEMENT

© 2011 IBM Corporation8

AUTOMATION/ORCHESTRATIONFunctionally-centric

Workflow/People-intensiveInter-organization

Workflow/Routing

Coaches/UI

Escalations/Notifications

VISIBILITY

Cross-functional

Event-based

Intra-organization

Tracking

Metrics

Alerts

How are our customers using BPM?

© 2011 IBM Corporation9

Iterative Approach….. Continuous Process Improvement

Phases 2,3 or Versions 2,3 will always happen

Trade-offs (but don’t trade-off the metrics!)

Habit #3

Never “One and Done”

© 2011 IBM Corporation10

Range oftraditionaloutcomes

Traditional build programsComplex tooling

IT-centric developmentBig-bang deployment

Programinitiation

BPM Accelerates Better Business Outcomes

Month 366 12 18 24 30Month 0

© 2011 IBM Corporation11

BPM build programsModel-driven tooling

Integrated developmentIterative deployment

Month 366 12 18 24 30

Plus: Faster cash returns

Targetedoutcome

BPM Accelerates Better Business Outcomes

Month 0

Programinitiation

$$

$$

$$

$$

$$

© 2011 IBM Corporation12

Requirements documents are not process analysis

Don’t over-do the initial requirements (Define) phase

Include Process Analysis skills on your team early

Habit #4

Don’t Skip Process Analysis

© 2011 IBM Corporation13

Process Analysis Illuminates the End-to-End Process

What is the data needed at different points?What is the velocity that we need in this process?How quickly must the turnaround time be? Where are the issues with meeting this requirement?

Understand the main problem areas in the current processAnalyze specific business processes

Formulate a roadmap for recommended improvements

Process Analysis is designed to help you…

© 2011 IBM Corporation14

A project longer than 90 days is not a failure

Self-sufficiency can extend project time-lines

Timelines can depend on the sophistication of the process

Habit #5

Take the Time to Deliver Value

© 2011 IBM Corporation15

Successful Projects/ Delivery

Growing BPM Team Competency

© 2011 IBM Corporation16

Java (or .Net) developers aren’t all you need

Have the right mix of resources on the team

Identify good pools of talent for BPM developers

Habit #6

Build a complete team

© 2011 IBM Corporation17

Process Improvement Expert

BPM Expert

IT/Technical Expert

Supporting Roles:

IBM BPM Roles – Project Scale

BPM Analyst

BPM Designer Integration Designer

© 2011 IBM Corporation18

Don’t allocate partial human beings

Make sure all of the right skills are represented

Don’t mix self-sufficiency with tight deadlines

Habit #7

Make self-sufficiency a priority

© 2011 IBM Corporation19

Role-oriented training vs. “one size fits all”

Ongoing training & testing at multiple maturity levels

Mentoring to learn application of skills

BPM DevelopersBPM Analysts

BPM Administrator(s)

Level 1

Level 2

Level 3

BPM ProgramManager(s)

TechnicalArchitects

Missing or insufficient skills can lead to slow adoption, lost value … or complete failure

Recommendations:

Education is a Key to Self Sufficiency

© 2011 IBM Corporation20

Successful Projects/ Delivery

Growing BPM Team Competency

Leveraging BPM Across the Enterprise

© 2011 IBM Corporation21

BPM is about Continuous Process Improvement

BPM should be programmatic (programs spanning projects/LOBs)

Funding model should contemplate Projects and the Program

Habit #8

Fund to value … not first release

© 2011 IBM Corporation22

BPM Pipeline (Executive Review)

Corporate Initiatives BPM Process Analysis BPMProofs of Concept

Initiatives “Optimized

Global Cycle Plan “

Process Decomposition

(Blueworks Live)

CorporateStrategies

BPMProjects BPM

Deployments

Demonstratable BPM Process (IBM Business

Process Manager)

Executable BPM Process

Application (IBM Business

Process Manager)

Deployed and Measured BPM

Process (IBM Business

Process Manager)

Receivables

Distressed Shipments

• Detailed Costs and Benefits

• Process Metrics and Scoreboards

• Legacy Integration• Fully Costed

Deployment Plan

• Increasing level of process definition at each stage• Steering Committee approval promotes projects from stage to stage

• Hi Level Business Case

• Operations Buy-in• SLA’s • Process Roles• Team Members• Integration Points

Identified• Development Cost

Estimates

• Tracked Business Performance

• In-Process Application

• Real Time Process Measurement

• Process Simulation and Optimization

• Ongoing Process Improvement

• Value Proposition• Organizational

Stakeholders• Systems• KPI’s• Key Error States• Process Priority

Global X – Order to Delivery

Greenlight one: Financing

Business Planning BPM Planning & Execution

Strategy“xx% Throughput Improvement by

20YY”“Decrease Cycle

Time to xx months by 20YY”

Global Initiative

Merger with X

The 1 Year

Movie

Common- ality Hub

ABCMaster Sched.

Tying BPM to Corporate Strategy

© 2011 IBM Corporation23

Consider carefully for the first project

Co-locate team members from business and IT

Leverage the Playbacks

Habit #9

Force collaboration

© 2011 IBM Corporation24

Confidential

“Playbacks” Drive Engagement

VP, Pharmacy Operations

Call Center ManagersProcess Developers

© 2011 IBM Corporation25

Processes are business-owned

BPM is the discipline/program

BPMS is the enabling technology

Habit #10

Establish the owners

© 2011 IBM Corporation26

Create regular internal communication about progress

Use videos, wikis, portals to “show off” new processes

BPMS is the enabling technology

Habit #11

Market your work

© 2011 IBM Corporation27

11 Habits That Drive BPM Success