Best practices in BPM adoption and establishing Centre of Excellence

Avoid Common Business
Process Management Pitfalls
Using Best Practices and
Effective Methodology

SB103SN
Business Service Optimization

© 2005 Computer Associates International, Inc. (CA). All trademarks, trade names, services marks and logos referenced herein belong to their respective companies.

Abstract
Many companies are realizing success in
Business Process Management initiatives
by adopting best practices and other
advanced techniques. Learn about
effective methodologies from experts in
Business Process Management, Six
Sigma and other business optimization
approaches. Case studies will highlight:
Business - IT alignment, a process
maturity model, and cultural/organizational
considerations.

2


Biography
Bharath Lingam
Satyam Computer Services Ltd.
Bharath leads the BPM practice at Satyam
Computer Services and the CoE (Center of
Excellence) around CA’s Aion suite. He is
responsible for evolving solutions and service
offerings, offering best practice based consulting
and implementation services and global pre-sales
services.
Prior to Satyam, he worked as the CTO for
multiple technology and services startups,
and brings with him useful insights in strategy,
consulting and global delivery management. 3


Agenda
Avoid problems from the start
– Introduction to CA’s needs based
methodology
Best practice methodology for BPM
success
– Assessment
– Implementation
– Support
Summary of success

4


Avoid Problems from the Start

Introduction to CA’s Needs Based
Methodology Commitment – Mick Miralis


IT/Business Alignment Required
Today, CIO’s are responsible for:

Understanding which IT initiatives support
the business

Understanding strategic direction,
competitive strategy and business
operations

Understanding the specific jobs that need
to get done
6


Alignment Requirements
Solution providers must demonstrate:

Understanding of the business

Understanding of business processes and
problems

Vision and plan to contribute solution

Relationship between solution and
organizational value 7


Introducing CA’s Needs Based
Methodology
Best practice methodology to assist CA customers in
understanding and identifying business,
operational and IT initiatives that best enable
competitive strategy

Value
– Consistent methodology to deliver clear “line of
sight” from strategic goals to solutions
Key components
– Business DNA
– Value DNA

8


Conceptual View of CA’s Needs Based
Analysis
CA’s Needs Based Methodology delivers a
clear line-of sight between strategic goals
and solutions
Business Need Value

B N V
Competitive
strategy
Business
initiatives
Operational
initiatives
IT
initiatives
The
NEED
9


Analysis
CA’s Needs Based Methodology delivers a
clear line-of sight between strategic goals
and solutions
Business Need Value

B N The
V
SOLUTION
How can the
problem be
solved?
Are there
complications?
Why is it
important?
The
NEED
10


Analysis
Need is the critical link

Business Need Value

B N The
V
Competitive
SOLUTION
strategy How can the
Critical link
Business problem be
initiatives solved?
Operational Are there
Initiatives complications?
IT Why is it
initiatives important?
The
NEED
11


Best Practice Methodology for
BPM Success

Assessment/Implementation/Support–
Bharath Lingam


Best Practices Summary
Prioritize the right processes for BPM
adoption
Aim for quick wins choose small projects
Select the product most suitable for the
process issues at hand
Implement initial projects with Product & SI
with good track record
Establish BPM CoE to standardise,
evangelise, radiate
Track metrics and use Round Trip
Engineering
13


BPM LIFECYCLE
Optimization

Process
Implementation optimization
Help Desk
Assessment Discovery Maintenance &
enhancements
BPM workshop Design Training/change
management
Investigate Implement

Analyze Test

Strategize
14


Assessment
Discover the hidden values in your business


BPM Workshop
Objective: Educate audience on BPM technology
and business value propositions
Overview of BPM concepts and technology
Examine value proposition & case studies in the
specific domain
Presentation of Value DNA showing clear line of
sight between IT solution and business need
Explore BPM technology fitment into the
architecture framework of the enterprise
Business scenario and technology demonstration
Overview of the engagement lifecycle and risk
mitigation

16


Investigate
Objective: Study the current Activity: Gather data
business situation
Competitive
Strategy & Support teams CXO & LOB
Business
Internal Operations People
culture skills &
aptitude

Current Level I, II, III
business interviews
scenario
Process System
maturity usage &
Business knowledge
needs Middle level Front line
managers associates
17


Analysis
Objective: Conduct a health check on process alignment with
business.
Create indicators for
benchmarking processes
Indicator planning against business
objectives
Identify high level
processes
Innovate processes to
Process rationalization alleviate pain areas
Provide proof of
performance against set
parameters
Analyze present enterprise
architecture
Technical architecture
audit Inventory existing
technology ability to meet
business needs
Integration requirements 18

Strategize
Objective: Create risk & rewards business case as well as
roadmap for business adoption.
A logical representation that
Business DNA maps Competitive Strategies,
supporting Business
initiatives and supporting IT
initiatives.

A NEED logically translated
Value DNA into a IT solutions

Roadmap for phased BPM
Solution architecture & implementation
value engineering ROI & other quantifiable
benefits
Risk factor mitigation

Final recommendation After bouncing solution
informally off the key stake
report & presentation holders
19


Implementation

Orchestrating the business values


Discover
Objective: Gather detailed business processes,
policies and rule, and align with Business
objectives

Activities

Specification
Rules
document
harvesting

Process
Process Rationalization
modeling to KPIs

21


Design

Discovery & knowledge Analysis &
acquired as understanding
input developed

Meaningful design

Rules validation & classification
Supporting & managing framework for each
process
Integration and design for non-functional
requirements
Rationalized processes converted to technical
design 22


Implement
Objective: Deliver compelling solution that exceeds expectation
within schedule and budget

Activity: BPM product implementation that follows a software
project management lifecycle
Robust
Create GUI mockups architecture
Iterative development
plans with multiple
releases
Short release cycles
featuring incremental
development Holistic
Daily progress reviews, solution
scope management & follows
escalations
Code reviews & unit test
plans Quality
Best
Quality plan & system practices framework
test plan
23


Testing
Objective: Identify how the processes are set against the
business objectives and alleviate the pain areas

Implementation team
System testing validates the completely
integrated system by
testing end-to-end
capabilities according to a
“system test plan”

Test solution against
acceptance test plan
User feedback
incorporated
Acceptance testing
User Manual produced &
training sessions
organized

24


Optimize

Sustaining business values


Process Optimization

Process optimization

Close loop with process
Metrics feedback
improvement design
loop

Deadlock avoidance
Optimization of
&
resource utilization
removing redundancy

Aligning rules to policies

26


Help Desk
Process-IT
IT interface Business-IT
expert Techno interface Others
Application
(customer,
Process functional user/
supplier,
expert employee
support govt. etc)
Business
expert Business-Process
interface
Techno-Functional Support Model
Techno-functional consultant interacts with users
and has complete knowledge of processes and
applications
Consultant is closer to user and customer; can
suggest iterative methodology for enhancements
and simplification of the processes and
applications
Single point contact for business, IT and users 27


Maintenance and Enhancements

Feature
additions
Simulation &
Process
administration
modifications

Solution
maintenance Defect
Reports &
analytics resolution

Connectors & Create
integration ad-ons

28


Training / Change Management
Objective: Ensure that the whole BPM
implementation is complete, effective and
sustainable in the best possible way
End user and IT group buy-ins
Transition management of roles
User education and training on new
systems
Workshops for creating awareness at
different levels in the organization
Monitoring and handholding till process
and people environment stabilizes
29


The Centre of Excellence
Model
Radiate and stabilize business values


BPM - Center Of Excellence
Goals
 Align new and existing business applications with overall IT strategy
 Develop core expertise in:
• BPM Technology • BPM Methodologies
• Process & Rules • Round Trip Engineering
• Change & Risk Management • Training & Help-desk activities

 Standardize on a product or technology and create value by:
• Partnering with business units of a company to identify opportunities
• Managing implementation of solutions by focusing on business benefits
• Increase success rate and reduce risk by radiating best practices across
multiple projects
• Devising Disaster recovery processes to restore normalcy in case
of an Emergency

31


CoE - Context Model

Customer Evangelise BPM
Help with scoping requirements
Product
Feedback on product performance
Businesses Process Control
User Training
Issues / Bugs Vendors
Implementation Plans
Best Practices

Business Requirement
Budget Product Upgrades
Workflows Skilled Resources for Architecture / Design help
Feedback Audit on deliverables
Acceptance of Deliverables
BPM Product Fixes
Training

CoE
Training
SLA Based delivery
Standards
Industry Best Practices
Design / Architecture
Methodology
Component (Rules / Processes) harvesting
Solution Validation
Scoping
Maintenance and Support
Testing
Solution Definitions Interface Management
Solution Test reports Solution Validation
Solution Validations Solution Testing
Implementation Forecasts Resources for CoE
Solution CIO
Vendors Office
32


COE Structure • Advise and guide delivery
services team to operate in
• Strategic direction to initiatives a seamless manner
rolled out by company • Facilitate the core team to
• Budget Allocations implement support and
• Evangelise BPM and create monitor the various BPM
feedback loops Delivery Services initiatives
• Evangelise and engage
with LoBs
Enabling Services
Testing Maintenance
Training Research
CORE TEAM
PMO Quality
Production
Implementation Architecture Knowledge Support
Best Practices Management

Process
Process Mapping
Reengineering

Rules Harvesting
• Production Centre
of the COE

COE = Core team + Enabling Services + Delivery Services
33


CoE Mandate
Core Team Enabling Team Delivery Team

• Direction • Services to business • Architecting
• Business • Solution framework
• Technology • Delivery
• Resources • Management of
• Resources • Support & maintenance
•Funding & Budget • Budgets
Allocation • Programs • Documentation

• Governance • Architecture, Standards, • Training
Processes

• Training & Audits

• Knowledge Management &
Best Practices
34


Roadmap Tracks

BPM
Program

Processes

Standards

Alliances
Services
Platform/ Framework

35


CoE Staffing

Core Team Enabling Team Delivery Team

IT
 BPM CoE Leader • BPM CoE Leader/ • IT
Program Mgr • Program Manager
 Program Management • Project Managers
Office • Process Consulting & Domain
expert • Architect
 Enterprise • Development Team
Architecture Group • BPM Implementation • UI designers/
methodology expert Documentation writers
 CIO Delegate • Quality Analysts
• BPM Technology architect
• Business
Business • QA & Stds Lead • Domain/Business
 Business Leader Analysts
 End User • Training & KM Lead
• Process Analysts

36


37


COE Metrics & Review
– ROI on Projects
– End User success
– Delivery excellence
– Best practice Repositories
– Round trip Engineering
– SLA Adherence for Support
– Rework Prevention in Design
– Re-use potential

– Quarterly Review with Steering Committee
– Monthly compilation by Program Management Team

38


Summary of Success
Plan for Business/IT alignment
Competitive strategy drives needs
Needs and IT solution aligned to enable
the business
Process optimization is continual
– “Lifecycle” implies ongoing
– Best practice methodology is repeatable
and able to evolve (flexible)
– CoE approach results in
standardization and optimization
39


Questions & Answers


Related Sessions
Session # Insert title of session related to
your session topic
EJM01SN Enterprise Job Management
Status and Plans

41


Exhibition Center
Related CA and Partner Technology
Computer Associates
– Booth 123 - Product X
– Booth 456 - Product Y
Partner
– Booth 998 – Company / Product X
– Booth 999 – Company / Services Y
Exhibition Center Tours
– Sign up at Information Desk Booth #xxx
42


CA Technology Services and
Education
Hear how CA’s learning solutions can help
you meet your business objectives
– Visit CA Education in the Exhibition Center in
Booth xxx, visit ca.com/education or call us at
1-800-237-9273
Learn how CA Technology Services can help
your business
– Visit the CA Technology Services stations in
the exhibition center or on the web at
ca.com/services

43


Session Evaluation Form

After completing your
session evaluation form ...

... place it in the basket at
the back of
the room.

Please left justify the
session number

44


Best practices in BPM adoption and establishing Centre of Excellence

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Best practices in BPM adoption and establishing Centre of Excellence

Similaire à Best practices in BPM adoption and establishing Centre of Excellence (20)

Dernier

Dernier (20)

Best practices in BPM adoption and establishing Centre of Excellence